Motivating Employees with Goal-Based Prosocial Rewards*

A recent trend in organizations is to motivate employees with goal-based prosocial rewards, whereby employees must donate their rewards to charities upon goal attainment. We examine the motivational effects of goal-based prosocial rewards versus cash rewards under different levels of goal difficulty. We develop our hypotheses based on affective valuation theory, which posits that when valuing uncertain outcomes by affect rather than calculation, individuals are largely insensitive to changes in probability of the outcomes, including probability of goal attainment. Experiment results support our hypotheses. Specifically, we find that employees who are rewarded with prosocial (vs. cash) goal-based rewards are more likely to adopt an affective valuation approach. Consequently, when employees are assigned either an easy goal or a stretch goal, their effort is higher when incentivized with a goal-based prosocial reward than a cash reward. Furthermore, there is a less curve-linear relationship between goal difficulty and effort with prosocial (vs. cash) goal-based rewards. These findings highlight for incentive system designers the motivational advantage of goal-based prosocial rewards relative to traditional cash rewards. Furthermore, we extend the academic literature by showing how affect-rich rewards such as prosocial rewards can influence employees' assessment of the probability of goal attainment.     

Political ideology and CEO performance under crisis

Review of Quantitative Finance and Accounting - Management quality is known to influence depository institution performance, but less understood are the characteristics of managers that influence...     

From laboratory to clinic: science commercialization within university-centered entrepreneurial ecosystems

The commercialization of scientific discoveries within the university-industry nexus is multifaceted and complex, characterized by dynamic interactions between multiple agents, organizations, and institutions. These interactions support a university-centered entrepreneurial ecosystem (UCEE). Our study investigates agent-institution dynamics within the UCEE to explore how individual agents seek to commercialize their scientific discoveries. Specifically, relying on 47 narrative interviews, we explore how UCEE agents across three UCEEs in the United States, United Kingdom, and Russia respond and adapt to institutional commercialization mandates during commercialization of their stem cell-based regenerative medicine discoveries. Our findings emphasize the bi-directional relationship between individual agents and institutions within a UCEE, facilitating a much-needed multi-level perspective on academic entrepreneurship research. We extend recent frameworks that propose how the formative stages of the entrepreneurial process – opportunity evolution – influences ecosystem emergence. Specifically, by investigating the latter stages of the entrepreneurial process – how (science-based) opportunities are commercialized within UCEEs – we reveal distinct behavioral responses to science commercialization mandates, which underscore how UCEEs evolve. Furthermore, by explicating the importance of UCEE agent behavior during science commercialization, our study shines an important spotlight onto the microfoundations of science commercialization and UCEEs. Our research imparts important policy implications for institutions tasked with commercializing scientific discoveries and policy makers challenged with developing high growth, sustainable UCEEs.