Successful management by motivation : balancing intrinsic and extrinsic incentives

By Bruno S. Frey, M. Osterloh. 2002

229 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/20137c7377d35e2678c32390cc7154cdf7438a9f

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Citations in the corpus

An Integrative Model for Knowledge Sharing in Communities-of-Practice (2011, background): “Intrinsic motivation is spurred by values provided directly within the work itself (Frey and Osterloh, 2002).”
Yes, Managers Should Be Paid Like Bureaucrats (2005, unknown): “Thus, social dilemmas are at the heart of firms’ activities, in contrast to competitive markets (Frey & Osterloh, 2002; Miller, 1992).”
Cooperation, Trust and Performance – Empirical Results from Three Countries (2009, unknown): “It is referred to as ‘relational contracting’ (Carson, Madhok and Wu, 2006), ‘trust’ (Eberl, 2004), ‘self-commitment’ (Frey and Osterloh, 2002) or ‘Selbstverpflichtung’ (Fink, 2005; Sydow and Windeler, 2000).”
Motivation in adult education: a problem solver or a euphemism for direction and control? (2006, background): “…laid the ground for contemporary theories about inner and outer motivation (Deci and Ryan 1985) and intrinsic and extrinsic rewards and how these rewards could be balanced to achieve optimal motivation (Frey 1997; Sansone and Harackiewicz 2000; Cameron and Pierce 2002; Frey and Osterloh 2002).”
LibRA (2019, unknown): “motivated employees perform better and more efficient [46, 48].”
Motivation, pay satisfaction, and job satisfaction of front‐line employees (2011, background): “challenging), the positive effects can be undermined if extrinsic rewards are also linked to the activity (Frey and Osterloh, 2002) and crowd out intrinsic motivation (Lee and Whitford, 2007).”
Towards a characterization of crowdsourcing practices (2011, background): “Drawing on knowledge from social psychology, some authors show that this approach is no longer relevant when knowledge production and creativity work are at stake (Eisenberger and Shanock, 2003; Frey and Jegen, 2001; Frey and Osterloh, 2002; Frost, Osterloh and Weibel, 2010).”
Pay for Performance in the Public Sector—Benefits and (Hidden) Costs (2010, background): “Conditions,which are discussed to impact the relationship of pay for performance and performance, are, for example, task type (Jenkins et al. 1998; Osterloh and Frey 2000; Frey and Osterloh 2002; Perry, Mesch, and Paarlberg 2006) and organizational culture (Brown 2001).”