Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/33197
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dc.contributor.authorKoch, Alexander K.en_US
dc.contributor.authorMorgenstern, Albrechten_US
dc.date.accessioned2005-10-10en_US
dc.date.accessioned2010-07-07T09:07:59Z-
dc.date.available2010-07-07T09:07:59Z-
dc.date.issued2005en_US
dc.identifier.urihttp://hdl.handle.net/10419/33197-
dc.description.abstractFree riding in team production arises because individual effort is not perfectly observable. It seems natural to suppose that greater transparency would enhance incentives. Therefore, it is puzzling that team production often lacks transparency about individual contributions despite negligible costs for providing such information. We offer a rationale for this by demonstrating that transparency can actually hurt incentives. In the presence of career concerns information on the quality of task execution improves incentives while sustaining a cooperative team spirit. In contrast, making the identity of individual contributors observable induces sabotage behavior that looks like jealousy but arises purely from signal jamming by less successful team members. Our results rationalize the conspicuous lack of transparency in team settings with strong career concerns (e.g., co-authorship, architecture, and patent applications) and contribute to explaining the popularity of group incentive schemes in firms.en_US
dc.language.isoengen_US
dc.publisher|aInstitute for the Study of Labor (IZA) |cBonnen_US
dc.relation.ispartofseries|aIZA Discussion Papers |x1661en_US
dc.subject.jelD82en_US
dc.subject.jelJ30en_US
dc.subject.jelL14en_US
dc.subject.ddc330en_US
dc.subject.keywordteamsen_US
dc.subject.keywordreputationen_US
dc.subject.keywordtransparencyen_US
dc.subject.keywordgroup incentivesen_US
dc.subject.keywordsabotageen_US
dc.titleFrom team spirit to jealousy: the pitfalls of too much transparencyen_US
dc.type|aWorking Paperen_US
dc.identifier.ppn498396037en_US
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungen-

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