When and Why Incentives (Don't) Work to Modify Behavior

When and Why Incentives ( Don ’ t ) Work to Modify Behavior

E conomists often emphasize that “incentives matter.” The basic “law of behavior” is that higher incentives will lead to more effort and higher performance. Employers, for example, often use extrinsic incentives to motivate their employees. In recent years, the use of incentives in behavioral interventions has become more popular. Should students be provided with fi nancial incentives for incre...

Why Work When Can Play

Metrics - When and Why Nonaveraging Statistics Work

G metrics are well-defined formulae (often involving averaging) that transmute multiple measures of raw numerical performance (e.g., dollar sales, referrals, number of customers) to create informative summary statistics (e.g., average share of wallet, average customer tenure). Despite myriad uses (benchmarking, monitoring, allocating resources, diagnosing problems, explanatory variables), most ...

Application of qualitative research in management (why, when and how)

Application of qualitative research in management (why, when and how) Qualitative research has been increasingly used in all sciences. In this paper we will discuss about the applications of qualitative research methods in management sciences. The differences between quantitative and qualitative researches will be clarified and the statistical methods which are suitable for such researches will...

Why nature chose phosphate to modify proteins.

The advantageous chemical properties of the phosphate ester linkage were exploited early in evolution to generate the phosphate diester linkages that join neighbouring bases in RNA and DNA (Westheimer 1987 Science 235, 1173-1178). Following the fixation of the genetic code, another use for phosphate ester modification was found, namely reversible phosphorylation of the three hydroxyamino acids,...