Long-run selection and the work ethic

That individuals contribute in social dilemma interactions even when contributing is costly is a well-established observation in the experimental literature. Since a contributor is always strictly worse off than a non-contributor the question is raised if an intrinsic motivation to contribute can survive in an evolutionary setting. Applying stochastic evolutionary dynamics we give conditions for equilibria with a positive number of contributors to be selected in the long run.     

Nonconvex n-person bargaining: efficient maxmin solutions

Summary. This paper provides an axiomatic characterization of a family of so-called efficient maxmin solutions which can be seen as generalizations of the Kalai-Smorodinsky solution to nonconvex n-person bargaining problems. Moreover, it is shown that even though there are several efficient maxmin solutions for some bargaining problems, there is typically a unique efficient maxmin solution. Received: February 15, 2001; revised version: November 14, 2001     

Soziale Marktwirtschaft – das Fundament für Wachstum und Gerechtigkeit

Among all G20 countries, Germany has the lowest level of inequality in terms of disposable income. Germany’s tax and transfer system – which has a strong and effective redistributive impact compared with other countries – plays a key role in this connection. Over the past ten years, positive growth and employment trends have significantly improved opportunities for economic participation and have put a stop to previous trends towards greater income inequality. In order to safeguard efficient growth and redistributive policies in the future, it is essential for Germany to maintain sufficient incentives for investment, innovation and employment. Political reform strategies to ensure equality of opportunity should aim to achieve a more broad-based accumulation of private wealth and to strengthen labour force participation. The promotion of lifelong education and training, and the economic and social application of the knowledge created in this process, will play a decisive role in achieving these objectives.     

Performance Pay and Applicant Screening

Using German establishment data, we show that the relationship between intensity of individual‐based performance pay and intensity of applicant screening depends on the nature of production. In establishments with increased multitasking, performance pay is positively associated with applicant screening. By contrast, in establishments without increased multitasking, performance pay is negatively associated with applicant screening. We do not find a similar pattern of results for group‐based performance pay or profit‐sharing. Our findings fit the hypothesis that individual‐based performance pay induces a positive self‐sorting of employees if jobs are less multifaceted. In this case, employers with a high intensity of performance pay do not need intensive applicant screening to ensure a high quality of matches between workers and jobs. However, if jobs are more multifaceted, individual‐based performance pay can entail problems of adverse self‐sorting. In order to mitigate or overcome these problems, employers making intensive use of performance pay also screen applicants more intensively.     

Organizational relationship termination competence: A conceptualization and an empirical test

Most firms are involved in a number of customer relationships that drain the firm's resources. However, many firms are hesitant to address this problem. This paper investigates customer relationship termination at the organizational level. We develop and analyze the organizational dimensions of organizational termination in order to improve our understanding of the management of termination. The impact of these termination dimensions on the percentage of unwanted customers is developed and tested using PLS on data gathered from a cross-sectional survey of more than 800 sales representatives. We find that a firm's percentage of unwanted customers decreases significantly as acceptance of termination increases, if the firm's definition of unwanted customers is well understood, and if a firm has clear termination routines. In addition, general focus on profitability and external constraints on relationship termination are found to significantly affect a firm's relationship termination competence. The findings suggest that managers should regard termination as a legitimate option in customer relationship management. In order to decrease the number of unwanted customers, managers must accept termination as a valid option, clearly define the types of customers that the organization does not want to serve, and implement termination routines within the organization.