2020
DOI: 10.1016/j.leaqua.2018.03.003
|View full text |Cite
|
Sign up to set email alerts
|

Team incentives, task assignment, and performance: A field experiment

Abstract: Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
2
1

Citation Types

3
25
0

Year Published

2020
2020
2024
2024

Publication Types

Select...
10

Relationship

1
9

Authors

Journals

citations
Cited by 29 publications
(28 citation statements)
references
References 40 publications
3
25
0
Order By: Relevance
“…The community of leadership scholars has started to take important steps to advance causal empirical research (Antonakis 2017;Antonakis et al, 2010;Banks et al 2018). Along this line, Podsako↵ and Podsako↵ (2019) refer to a methodological turn towards 'experiments,' documented by the recent surge in the number of publications that adopt an experimental research design (e.g., Delfgaauw, Dur, & Souverijn, 2018;Slater, Turner, Evans, & Jones, 2018;Yeow & Martin, 2013). Expanding on this turn, Podsako↵ and Podsako↵ (2019) also provide a comprehensive introduction and guidelines regarding three types of experimental design: laboratory experiments; field experiments; and quasi-experiments.…”
Section: Introductionmentioning
confidence: 99%
“…The community of leadership scholars has started to take important steps to advance causal empirical research (Antonakis 2017;Antonakis et al, 2010;Banks et al 2018). Along this line, Podsako↵ and Podsako↵ (2019) refer to a methodological turn towards 'experiments,' documented by the recent surge in the number of publications that adopt an experimental research design (e.g., Delfgaauw, Dur, & Souverijn, 2018;Slater, Turner, Evans, & Jones, 2018;Yeow & Martin, 2013). Expanding on this turn, Podsako↵ and Podsako↵ (2019) also provide a comprehensive introduction and guidelines regarding three types of experimental design: laboratory experiments; field experiments; and quasi-experiments.…”
Section: Introductionmentioning
confidence: 99%
“…Team performance incentives can better promote team members to work together and try to target important factors and establish a development personnel performance appraisal scale, which can realize the performance, ability, and attitude of performance incentive development staff to ensure the fairness of salary incentives. However, based on full consideration of the positioning of development personnel as the employees with the most knowledge in enterprises, the characteristics of knowledge-based employees can be further summarized as follows: they have greater potential value, higher personal quality and life pursuit, stronger willingness to flow, and distinct creativity and autonomy, and it is difficult to directly measure and evaluate their labor achievements [35]. In addition, high-quality employees not only want to make money but also hope to achieve personal development and improvement in their work and are willing to challenge unknown fields.…”
Section: Literature Reviewmentioning
confidence: 99%
“…Two papers in this issue offer strong illustrations of how causality issues in leadership studies can be addressed. First, the paper by Delfgaauw et al (2020) presents an incentivized field-experiment. The authors study causal effects of team incentives on task assignment and performance, to test whether the possibility to use such incentives induces teams or their managers to reallocate tasks in a performanceenhancing way.…”
Section: Causalitymentioning
confidence: 99%