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Peer Pressure and Partnerships

Bibliographic Data

ID10173099
AuthorsEugene Kandel (0000-0002-9310-7557), Edward P Lazear
Year1992
Volume100
Issue4
Pages801-817
Publication date1992-08-01
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenueJournal of Political Economy (JOURNAL)
Journal identifiersISSN: 0022-3808 • E-ISSN: 1537-534X
PublisherUniversity of Chicago Press (PUBLISHER • US)
DOI10.1086/261840
OpenAlexW2157125979
LanguageEN
Citations received150
References cited9

Partnerships and profit sharing are often claimed to motivate workers by giving them a share of the pie. But in organizations of any significant size, the free-rider effects would seem to choke off any motivational forces. This analysis explores how peer pressure operates and how factors such as profit sharing, shame, guilt, norms, mutual monitoring, and empathy interact to create incentives in the firm. The argument that Japanese firms enjoy team spirit because compensation is linked to overall profitability is analyzed. An explanation for the prevalence of partnerships among individuals in similar occupations is provided. Copyright 1992 by University of Chicago Press

Business · Compensation (psychology · Economics · Empathy · Free rider problem · Incentive · Microeconomics · Peer pressure · Political science · Profit sharing · Profitability index · Public good · Public relations · Shame · Team Spirit · Experimental Behavioral Economics Studies · Finance · Marketing · Psychology · Social Capital and Networks · Social Psychology · Taxation and Compliance Studies

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Unique citing works150
Citations per year4,55
Citation span1993 - 2026 (34)
Citation velocitycurrent
Highly citedYes
Citation typesNeutral: 146

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