The authors study an international law firm that changed its compensation plan for team leaders to address a multitasking problem: Team leaders were focusing their effort on billable hours and not spending sufficient time on leadership activities to build the firm. Compensation was changed to provide greater incentives for the leadership activities and weaker incentives for billable hours. The effect of this change on the task allocation of the firm's team leaders was large and robust; team leaders increased their non-billable hours and shifted billable hours to team members. The firm's new compensation plan (combining an objective formula with subjective evaluations) is the fastestgrowing compensation system among law firms today.

With malls, franchise strips and big-box retailers increasingly dotting the landscape, there is concern that middle-class jobs in manufacturing in the U.S. are being replaced by minimum wage jobs in retail. Retail jobs have spread, while manufacturing jobs have shrunk in number. In this paper, we characterize the wages that have accompanied the growth in retail. We show that wage rates in the retail sector rise markedly with firm size and with establishment size. These increases are halved when we control for worker fixed effects, suggesting that there is sorting of better workers into larger firms. Also, higher ability workers get promoted to the position of manager, which is associated with higher pay. We conclude that the growth in modern retail, characterized by larger chains of larger establishments with more levels of hierarchy, is raising wage rates relative to traditional mom-and-pop retail stores.

With malls, franchise strips, and big-box retailers increasingly dotting the landscape, many are concerned that U.S. middle-class jobs in manufacturing are being replaced by minimum-wage jobs in retail. Retail jobs have spread, whereas manufacturing jobs have shrunk in number. The authors show that wage rates in the retail sector rise markedly with firm size and with establishment size. These increases are halved when they control for worker fixed effects, suggesting that better workers are sorted into larger firms. Also, higher-ability workers are promoted to the position of manager, which is associated with higher pay. The authors conclude that the growth in modern retail, characterized by larger chains of larger establishments with more levels of hierarchy, is raising wage rates relative to traditional mom-and-pop retail stores.

The authors acknowledge helpful comments from participants at the Columbia Business School Microeconomics Faculty Lunch, the Trans-Pacific Labor Seminar and the Association for Private Enterprise Education Annual Conference. All remaining errors are their own. The views expressed herein are those of the authors and do not necessarily reflect the views of the National Bureau of Economic Research. NBER working papers are circulated for discussion and comment purposes. They have not been peerreviewed or been subject to the review by the NBER Board of Directors that accompanies official NBER publications.

We develop and discuss a new institutional concept, “the tragedy of the uncommons,” to describe the inefficient use of resources that are both non-substitutable and transitory. This situation is not captured by the tragedy of the commons/anti-commons literature or other theories. We highlight the crucial and under-appreciated assumptions about value over time of the tragedy of the commons and anticommons. We also introduce the concepts of “under” and “over-ownership” to the bundle of rights theory of property clarifying weaknesses in the literature to help better understand how institutions can yield efficient resource preservation.