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Show Results For
- All HBS Web
(3,303)
- People (8)
- News (592)
- Research (2,275)
- Events (22)
- Multimedia (20)
- Faculty Publications (1,416)
- September 1997
- Article
The Cost of Price Incentives: An Empirical Analysis of Motivation Crowding-Out
By: Bruno S. Frey and Felix Oberholzer-Gee
Frey, Bruno S., and Felix Oberholzer-Gee. "The Cost of Price Incentives: An Empirical Analysis of Motivation Crowding-Out." American Economic Review 87, no. 4 (September 1997): 746–755.
- September 12, 2017
- Article
What's the Right Kind of Bonus to Motivate Your Sales Force?
By: Doug J. Chung and Das Narayandas
Companies typically compensate their sales force by using some combination of salary, commission, and bonuses, but executives are often unsure which incentives provide the best motivation. Should bonuses be tied to quotas or should they be given unconditionally? Is it... View Details
Chung, Doug J., and Das Narayandas. "What's the Right Kind of Bonus to Motivate Your Sales Force?" Harvard Business Review (website) (September 12, 2017).
- March 2012
- Article
Performance Pressure as a Double-edged Sword: Enhancing Team Motivation but Undermining the Use of Team Knowledge
By: Heidi K. Gardner
In this paper, I develop and empirically test the proposition that performance pressure acts as a double-edged sword for teams, providing positive effects by enhancing the team's motivation to achieve good results while simultaneously triggering process losses. I... View Details
Keywords: Motivation and Incentives; Knowledge Use and Leverage; Behavior; Groups and Teams; Performance
Gardner, Heidi K. "Performance Pressure as a Double-edged Sword: Enhancing Team Motivation but Undermining the Use of Team Knowledge." Administrative Science Quarterly 57, no. 1 (March 2012): 1–46.
- 2009
- Working Paper
Performance Pressure as a Double-Edged Sword: Enhancing Team Motivation While Undermining the Use of Team Knowledge
By: Heidi K. Gardner
In this paper, I develop and empirically test the proposition that performance pressure acts as a double-edged sword for teams, providing positive effects by enhancing team motivation to achieve good results while simultaneously triggering process losses. I conducted a... View Details
Keywords: Experience and Expertise; Knowledge Use and Leverage; Performance Effectiveness; Performance Expectations; Groups and Teams
Gardner, Heidi K. "Performance Pressure as a Double-Edged Sword: Enhancing Team Motivation While Undermining the Use of Team Knowledge." Harvard Business School Working Paper, No. 09-126, April 2009. (Revised January 2012.)
- 12 Sep 2017
- News
What’s the Right Kind of Bonus to Motivate Your Sales Force?
What's the Right Kind of Bonus to Motivate Your Sales Force?
Companies typically compensate their sales force by using some combination of salary, commission, and bonuses, but executives are often unsure which incentives provide the best motivation. Should bonuses be tied to quotas or should they be given unconditionally? Is... View Details
- 01 Dec 2023
- News
It’s the Season of Giving, but What Motivates Americans to Give?
- 19 Feb 2009
- Working Paper Summaries
Dishonest Deed, Clear Conscience: Self-Preservation through Moral Disengagement and Motivated Forgetting
- May 2013
- Article
Sweatshop Labor Is Wrong Unless the Shoes Are Cute: Cognition Can Both Hurt and Help Motivated Moral Reasoning
By: Neeru Paharia, Kathleen Vohs and Rohit Deshpandé
The present research investigated the dual role of cognition as either an enabler of moral reasoning or self-interested motivated reasoning for endorsing sweatshop labor. Experiment 1A showed motivated reasoning: participants were more likely to endorse the use of... View Details
Paharia, Neeru, Kathleen Vohs, and Rohit Deshpandé. "Sweatshop Labor Is Wrong Unless the Shoes Are Cute: Cognition Can Both Hurt and Help Motivated Moral Reasoning." Organizational Behavior and Human Decision Processes 121, no. 1 (May 2013): 81–88.
- 2000
- Chapter
Normal Acts of Irrational Trust: Motivated Attributions and the Trust Development Process
By: Mark J. Weber, Deepak Malhotra and J. Keith Murnighan
- 25 Jan 2021
- News
How to Stay Motivated When You’re (Still) Stuck at Home
- 2019
- Working Paper
Status Pivoting: Coping with Status Threats through Motivated Trade-off Beliefs and Consumption across Domains
By: Dafna Goor, Anat Keinan and Nailya Ordabayeva
Prior research established that status threat leads consumers to display status-related products such as luxury brands. While compensatory consumption in the domain of the status threat (e.g., products associated with financial and professional success) is the most... View Details
- 15 Dec 2006
- Working Paper Summaries
The Business of Free Software: Enterprise Incentives, Investment, and Motivation in the Open Source Community
- 1999
- Chapter
Intrinsisch motivierte Fairneß: Experimente und Realität [Intrinsically Motivated Fairness: Experiments and Reality]
By: Felix Oberholzer-Gee and Reiner Eichenberger
Oberholzer-Gee, Felix, and Reiner Eichenberger. "Intrinsisch motivierte Fairneß: Experimente und Realität [Intrinsically Motivated Fairness: Experiments and Reality]." In Institutionen prägen Menschen: Bausteine zu einer allgemeinen Institutionenökonomik, edited by Martin Held and Hans G. Nutzinger, 148–170. Frankfurt: Campus Verlag, 1999, German ed.
- 03 Jun 2019
- News
How to summon motivation when you feel like you don’t have any
- fall 1997
- Article
Motivating Creativity in Organizations: On Doing What You Love and Loving What You Do
By: T. M. Amabile
Creativity in all fields, including business, flourishes under intrinsic motivation- the drive to do something because it is interesting, involving, exciting, satisfying, or personally challenging. This article presents the Componential Theory of Organizational... View Details
Amabile, T. M. "Motivating Creativity in Organizations: On Doing What You Love and Loving What You Do." California Management Review 40, no. 1 (fall 1997): 39–58.
- 1 Apr 1992
- Conference Presentation
Intrinsic Motivation and Artistic Creativity: The Effects of Naturally-Occurring Interest, Affect, and Involvement
By: M. A. Collins and Teresa M. Amabile
- March 2014
- Article
Cheating More for Less: Upward Social Comparisons Motivate the Poorly Compensated to Cheat
By: Leslie K. John, George Loewenstein and Scott Rick
Intuitively, people should cheat more when cheating is more lucrative, but we find that the effect of performance-based pay rates on dishonesty depends on how readily people can compare their pay rate to that of others. In Experiment 1, participants were paid 5 cents... View Details
Keywords: Dishonesty; Social Comparison; Pay Secrecy; Motivation and Incentives; Fairness; Decision Making; Compensation and Benefits
John, Leslie K., George Loewenstein, and Scott Rick. "Cheating More for Less: Upward Social Comparisons Motivate the Poorly Compensated to Cheat." Special Issue on Behavioral Ethics. Organizational Behavior and Human Decision Processes 123, no. 2 (March 2014): 101–109.
Performance Pressure as a Double-edged Sword: Enhancing Team Motivation but Undermining the Use of Team Knowledge
In this paper, I develop and empirically test the proposition that performance pressure acts as a double-edged sword for teams, providing positive effects by enhancing the team’s motivation to achieve good results while simultaneously triggering process losses. I... View Details
- June 2010
- Article
A Little Thanks Goes a Long Way: Explaining Why Gratitude Expressions Motivate Prosocial Behavior
By: A. Grant and F. Gino
Grant, A., and F. Gino. "A Little Thanks Goes a Long Way: Explaining Why Gratitude Expressions Motivate Prosocial Behavior." Journal of Personality and Social Psychology 98, no. 6 (June 2010): 946–955.