| 000 | 01399nam a22002657a 4500 | ||
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| 003 | ZW-GwMSU | ||
| 005 | 20240521064105.0 | ||
| 008 | 211022b |||||||| |||| 00| 0 eng d | ||
| 022 | _a0734306X | ||
| 040 |
_aMSU _cMSU _erda |
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| 050 | 0 | 0 | _aHD5706 JOU |
| 100 | 1 |
_aDelfgaauw, Josse _eauthor |
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| 245 | 1 | 0 |
_aTournament incentives in the field: _bgender differences in the workplace/ _ccreated by Josse Delfgaauw |
| 264 |
_aChicago: _bUniversity of Chicago Press, _c2013. |
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| 336 |
_2rdacontent _atext _btxt |
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| 337 |
_2rdamedia _aunmediated _bn |
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| 338 |
_2rdacarrier _avolume _bnc |
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| 440 |
_aJournal of labor economics _vVolume 31 , number 2, part 1. |
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| 520 | 3 | _aWe ran a field experiment in a Dutch retail chain consisting of 128 stores. In a random sample of these stores, we introduced short-term sales competitions among subsets of stores. We find that sales competitions have a large effect on sales growth, but only in stores where the store’s manager and a sufficiently large fraction of the employees have the same gender. Remarkably, results are alike for sales competitions with and without monetary rewards, suggesting a high symbolic value of winning a tournament. | |
| 650 |
_aField experiment _vGender differences _xCompetition |
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| 700 | 1 |
_aDur Robert _eco author |
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| 700 | 1 |
_aSol Joeri _eco author |
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| 856 | _uhttps://doi.org/10.1086/667996 | ||
| 942 |
_2lcc _cJA |
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| 999 |
_c157640 _d157640 |
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