Suchergebnisse

We use an experiment to compare two institutions for allocating the proceeds of team production. Under revenue-sharing, each team member receives an equal share of team output; under leader-determined shares, a team leader has the power to implement her own allocation. Both arrangements are vulnerable to opportunistic incentives: under revenue-sharing team members have an incentive to free ride, while under leader-determined shares leaders have an incentive to seize team output. We find that most leaders forego the temptation to appropriate team output and manage to curtail free riding. As a result, compared to revenue-sharing, the presence of a team leader results in a significant improvement in team performance.

Voluntary contribution experiments systematically find that contributions decline over time. We use a two-stage voluntary contribution game to investigate whether this decrease is caused by learning or strategic behavior. Using a strategy method we find a robust pattern of declining contributions: contributions in stage 2 are 45 percent lower than in stage 1. Repeating the game five times we find that experience generates a smaller decline in contributions: stage 1 contributions decrease by around 7 percent per game. Finally we find no significant differences between the strategy and direct-response method, which suggests that our results help explain behavior in the latter.