The Demotivating Effect (and Unintended Message) of Awards
It is common for organizations to offer awards to motivate individual behavior, yet few empirical studies evaluate their effectiveness in the field.
Research
Cracking the Challenge of the Joint Pursuit of Social and Financial Goals in Organizations: Social Enterprise as a Laboratory to Understand Hybrid Organizing
While in recent decades the social and business sectors have evolved on fairly separate tracks, today companies are increasingly expected to generate social value in addition to profit.
Round Hole, Square Peg? Sustaining Dual Social And Commercial Goals In A Cooperative Bank
To examine how hybrid organizations make decisions that enable them to sustain the joint pursuit social and commercial goals, and how these decision-making processes unfold over time as tensions betwe
Inside a Multinational Corporation Combining Commercial and Social Objectives
This qualitative study explores whether, and if so how, a multinational corporation can organize itself to develop internal ventures that pursue blended, commercial and social, value at the base of th
Keeping an Eye on Two Goals: Governance and Organizational Attention in Hybrid Organizations
Drawing on an inductive comparative case study of eight work integration social enterprises (WISEs) in France, we examine the unique governance challenge that hybrid organizations face: maintaining th
The Misery-Is-Not-Miserly Effect Revisited: Replication Despite Opportunities for Compensatory Consumption
Sadness increases how much decision makers pay to acquire goods, even when decision makers are unaware of it. This effect is coined the “misery-is-not-miserly effect”.
Eliciting the Truth, the Whole Truth, and Nothing but the Truth: The Effect of Question Phrasing on Deception
In strategic information exchanges (such as negotiations and job interviews), different question formulations communicate information about the question asker, and systematically influence the veracit
If You’re Going to Do Wrong, at Least Do It Right: The Surprising Effect of Considering Two Moral Dilemmas at the Same Time
We study how people reconcile conflicting moral intuitions by juxtaposing two versions of classic moral problems: the trolley problem and the footbridge problem.
Kissinger the Negotiator: Lessons from Dealmaking at the Highest Level
Politicians, world leaders, and business executives around the world—including every President from John F. Kennedy to Donald J.
Linda Babcock: Go-Getter and Do-Gooder
In this tribute to the 2007 recipient of the winner of the Jeffrey Z.
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