Reciprocity: The Supply of Public Goods Through Voluntary Contributions

Sugden, Robert

doi:10.2307/2232294

Cited by 757 publications

(340 citation statements)

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“…Marketers, meanwhile, describe the difficultly of "crossing the chasm" to reach critical mass in product sales (Moore 1991), while economists and political scientists sometimes find evidence for bandwagon effects in voting behavior (Hong and Konrad 1998). Finally, in the collective action literature, Sugden (1984), Chong (1991), Lichbach (1996) and others highlight the importance of reciprocity in providing incentives to contribute; contributions are often matched with contributions, while defection is matched with defection. Formally, game theorists and others note that if individuals can contribute to public goods contingent upon other participants, they can sometimes "solve" the free rider dilemma (Carson and Mitchell 1989, Axelrod 1984, Cornes and Sandler 1986.…”

Section: Implications Of the "Participation Expectations" Effectmentioning

confidence: 99%

Using contingent valuation to explore willingness to pay for renewable energy: A comparison of collective and voluntary payment vehicles

Wiser

2007

Ecological Economics

306

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Section: Implications Of the "Participation Expectations" Effectmentioning

confidence: 99%

Using contingent valuation to explore willingness to pay for renewable energy: A comparison of collective and voluntary payment vehicles

Wiser

2007

Ecological Economics

306

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“…Some of the most prominent economic frameworks are proposed by Becker (1974) , Sugden (1984) , Andreoni (1989) , and Steinberg (1997 . Among sociologists, important theories are proposed by Thibaut and Kelley (1959) , Blumer (1969) , Walster and Walster (1978) , Foa andFoa (1974) , andBar-Tal (1976) .…”

Section: Theoretical Framework On Charitable Givingmentioning

confidence: 99%

A Multivariate Causal Model of Alumni Giving: Implications for Alumni Fundraisers

Sun

Hoffman²,

Grady

2007

Int J Educ Adv

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Despite readily available alumni survey data warehoused at many alumni associations and foundations across colleges and universities, researchers have underutilized the abundant available data to identify key predictors of alumni donation, including factors that trigger alumni donation behavior. Utilizing the data from a two-year alumni survey conducted at a Midwest public university, a multivariate causal model that captures the determinants of alumni donation was applied to the data. Four hypotheses were tested. Three were found to be signifi cant.Based on a multivariate causal model that analyzed data from a two-year alumni survey, the fi ndings suggest that alumni fundraisers and higher education administrators may increase alumni solicitations if they collaboratively create a comprehensive communication strategy to reach alumni; focus on current students as future funders, provide quality educational experiences to students; encourage and support relationship building between faculty and current students and graduates; enhance alumni services based on stakeholders needs; and most importantly, redirect and expand efforts to connect with older female alumni.

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“…We will be studying an environment in which a person will make a transfer to other persons hoping to get something back. The fact that the other players often do return something can be explained by notions of reciprocity (Sugden, 1984), fairness (Rabin, 1993) or inequality aversion (Bolton andOckenfels, 2000 andFehr andSchmidt, 1999). These models and the experiments directly related to them did not take into account the fact that many interactions take place between people that know each other personally.…”

Section: Introductionmentioning

confidence: 99%

Personal relations and their effect on behavior in an organizational setting: An experimental study

Brandts

Solá

2010

Journal of Economic Behavior & Organization

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We study how personal relations affect performance in organizations. In the experimental game we use a manager has to assign different degrees of decision power to two employees. These two employees then have to make distributive decisions which affect themselves and the manager. Our focus is on the effects on managers' assignment of decision power and on employees' distributive decisions of one of the employees and the manager knowing each other personally. Our evidence shows that managers tend to favor employees that they personally know and that these employees tend, more than other employees, to favor the manager in their distributive decisions. However, this behavior does not affect the performance of the employees that do not know the manager. All these effects are independent of whether the employees that know the manager are more or less productive than those who do not know the manager. The results shed light on discrimination and nepotism and its consequences for the performance of family firms and other organizations.

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Reciprocity: The Supply of Public Goods Through Voluntary Contributions

Cited by 757 publications

References 0 publications

Using contingent valuation to explore willingness to pay for renewable energy: A comparison of collective and voluntary payment vehicles

Using contingent valuation to explore willingness to pay for renewable energy: A comparison of collective and voluntary payment vehicles

A Multivariate Causal Model of Alumni Giving: Implications for Alumni Fundraisers

Personal relations and their effect on behavior in an organizational setting: An experimental study

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