Unwillingness to pay for privacy: A field experiment

Beresford, Alastair R.; Kübler, Dorothea; Preibusch, Sören

doi:10.1016/j.econlet.2012.04.077

Cited by 182 publications

(130 citation statements)

References 7 publications

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“…the higher the money involved, the greater the need to collect personally identifiable information of participants and hence, the lesser the privacy. This is further supported by evidence from a previous study [58] suggesting that money can quickly incentivise people to forgo their privacy. More specifically, the study found that people are willing to provide sensitive information about themselves for as low as 1 Euro [58].…”

Section: Privacysupporting

confidence: 74%

Adopting incentive mechanisms for large-scale participation in mobile crowdsensing: from literature review to a conceptual framework

Ogie

2016

Hum. Cent. Comput. Inf. Sci.

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Mobile crowdsensing is a burgeoning concept that allows smart cities to leverage the sensing power and ubiquitous nature of mobile devices in order to capture and map phenomena of common interest. At the core of any successful mobile crowdsensing application is active user participation, without which the system is of no value in sensing the phenomenon of interest. A major challenge militating against widespread use and adoption of mobile crowdsensing applications is the issue of how to identify the most appropriate incentive mechanism for adequately and efficiently motivating participants. This paper reviews literature on incentive mechanisms for mobile crowdsensing and proposes the concept of SPECTRUM as a guide for inferring the most appropriate type of incentive suited to any given crowdsensing task. Furthermore, the paper highlights research challenges and areas where additional studies related to the different factors outlined in the concept of SPECTRUM are needed to improve citizen participation in mobile crowdsensing. It is envisaged that the broad range of factors covered in SPECTRUM will enable smart cities to efficiently engage citizens in large-scale crowdsensing initiatives. More importantly, the paper is expected to trigger empirical investigations into how various factors as outlined in SPECTRUM can influence the type of incentive mechanism that is considered most appropriate for any given mobile crowdsensing initiative.

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Section: Privacysupporting

confidence: 74%

Adopting incentive mechanisms for large-scale participation in mobile crowdsensing: from literature review to a conceptual framework

Ogie

2016

Hum. Cent. Comput. Inf. Sci.

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“…This is particularly the case as work such as Beresford et al (2010) has found little empirical evidence of privacy concerns when it comes to choosing a vendor, though other research such as Acquisti and Spiekermann (2011) has found that interruptive advertising can reduce willingness-to-pay by consumers in a lab setting.…”

Section: Does Consumers' Distaste For 'Intrusiveness' Matter Empiricamentioning

confidence: 95%

The economics of advertising and privacy

Tucker¹

2012

International Journal of Industrial Organization

153

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One of the new realities of advertising is that personal information can be used to ensure that advertising is only shown and designed for a select group of consumers who stand to gain most from this information. However, to gather the data used for targeting requires some degree of privacy intrusion by advertisers. This sets up a tradeoff between the informativeness of advertising and the degree of privacy intrusion. This paper summarizes recent empirical research that illuminates this tradeoff.

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“…Acquisti and Grossklags (2005) found that 89.2 percent of their survey respondents identified themselves as moderately or very concerned about privacy, but 28.6 percent admitted to revealing their phone numbers for discounts or better services and 21.8 percent admitted to doing the same with their social security number. Similarly, Beresford, Kübler, and Preibusch (2012) found that although 75 percent of their subjects indicated a strong interest in data protection, when they purchased a DVD from one of two competing online stores, they were willing to provide income and date-ofbirth information at one store for a mere one-euro discount and, even when prices at the two stores were the identical, seemed to give virtually no premium to the privacy-friendly vendor.…”

Section: Studying the Perceived Value Of Transparency And Privacymentioning

confidence: 99%

Making Transparency Transparent: The Evolution of Observation in Management Theory

Bernstein¹

2017

ANNALS

176

144

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Observation is key to management scholarship and practice. Yet a holistic view of its role in management has been elusive, in part due to shifting terminology. The current popularity of the term "transparency" provides the occasion for a thorough review, which finds (a) a shift in the object of observation from organizational outcomes to the detailed individual activities within them; (b) a shift from people observing the technology to technology observing people; and (c) a split in the field, with managers viewing observation almost entirely from the observer's perspective, leaving the perspective of the observed to the realm of scholarly methodology courses and philosophical debates on privacy. I suggest how the literature on transparency and related literatures might be improved with research designed in light of these trends.KEYWORDS: transparency, privacy, performance, organizations, management theory ACKNOWLEDGEMENTS: I thank Julie Battilana, Ethan Burris, Tim Earle, Amy Edmondson, John Elder, Elizabeth Hansen, Rosabeth Moss Kanter, Joshua Margolis, Tsedal Neeley, Nitin Nohria, Shefali Patil, Kathy Qu, Ryan Raffaelli, Lakshmi Ramarajan, and Bradley Staats for feedback on prior versions of this work; Jim Detert, Sim Sitkin, and two anonymous reviewers for insightful and developmental feedback; and the Harvard Business School for financial support.Please cite as: Bernstein, E. S. Making transparency transparent: The evolution of observation in management theory. Academy of Management Annals, 11(1): 217-266. 2We are increasingly observed and observing at work. Fifty years ago, a typical manager might have tracked production, revenue, and expenses against budget and periodically observed workers during in-person audits (e.g., Dalton, 1959). Today, advances in technology, from smart cameras to wearable tracking devices, make possible a kind of real-time "SuperVision" (Gilliom & Monahan, 2012) far beyond any level of observability envisioned 50 years ago or when Frederick Taylor (1911) originally promoted managerial oversight through scientific management.Public attention is captured by extreme examples of observation at work, like handheld computers (Amazon) or wearable bands (Tesco) tracking and optimizing employees' every move (Head, 2014;Kantor & Streitfeld, 2015;Rawlinson, 2013), embedded sensors in large fleets of company-owned trucks (e.g., UPS) recording hundreds of measurements to capture every action of the truck and its driver to unearth and enforce time-saving tactics (Goldstein, 2014;Levy, 2015), cameras at Las Vegas casino Harrah's tracking the smiles of card dealers and wait staff as a proxy for customer service quality (Peck, 2013), point-of-sale systems scraping every transaction for signs of employee fraud (Pierce, Snow, & McAfee, 2015), and RFID (radiofrequency identification)-enabled workspaces automatically capturing factory worker progress (Ranganathan, 2015), how long employees spend at their desks (Zillman, 2016), and even who does and does not use hand-soap and hand-sanitizer dispensers ...

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Unwillingness to pay for privacy: A field experiment

Cited by 182 publications

References 7 publications

Adopting incentive mechanisms for large-scale participation in mobile crowdsensing: from literature review to a conceptual framework

Adopting incentive mechanisms for large-scale participation in mobile crowdsensing: from literature review to a conceptual framework

The economics of advertising and privacy

Making Transparency Transparent: The Evolution of Observation in Management Theory

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