The Currency of Reciprocity - Gift-Exchange in the Workplace

By Sebastian Kube, Michel André Maréchal, Clemens Puppe. 2012

406 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Safety Research

View Paper: https://www.semanticscholar.org/paper/47d2f4befce124846260dedad2288ff833f7eab4

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

1. Ernst Fehr
2. John A. List
3. Benedikt Herrmann
4. David J. Cooper
5. Michael Kosfeld
6. John H. Kagel
7. Nava Ashraf
8. Robert Dur

In Organizational Behavior and Human Resource Management

1. Robert Metcalfe
2. Robert Dur
3. P. M. Bal
4. John A. List
5. Stefan T. Mol
6. Michael Kosfeld
7. R. De Cooman
8. Benedikt Herrmann

In Safety Research

1. Ernst Fehr
2. John A. List
3. Benedikt Herrmann
4. David J. Cooper
5. Michael Kosfeld
6. Nava Ashraf
7. John H. Kagel
8. O. Bandiera

Citations in the corpus

• No Margin, no Mission? A Field Experiment on Incentives for public service delivery (2014, background): “Kube et al. (2012) compare the effect of monetary and non-monetary rewards on the performance of agents engaged in a task (book sorting) that has no pro-social elements.”
• Dynamics of psychological contracts with work engagement and turnover intention: The influence of organizational tenure (2013, background): “As Kube, Maréchal, and Puppe (2008) conclude from a labour market field experiment, in contrast to a wage increase, cutting wages can have a stronger and more persistent impact on work morale and efforts than an increase of wages.”
• Getting More Work for Nothing? Symbolic Awards and Worker Performance (2011, background): “As it turns out, these symbolic rewards may indeed be sometimes better for signaling kind intentions and for motivating employees to work hard (Kube et al. 2008).”
• Social comparison and effort provision: evidence from a field experiment (2014, background): “This provided a further occasion to establish the other worker in the group as the reference person, and also informed workers about the other’s performance.”
• Performance Management, High-Powered Incentives, and Environmental Policies in China (2015, background): “…and non-pecuniary incentives ‘‘in the form of public recognition for performance achievements’’ (Heinrich 2007, 283; see also Bevan and Hood 2006, 519; Kube, Maréchal, and Puppe 2012; Walker and Boyne 2006), high-powered monetary incentives are also based on the assumption that, with money and a…”
• Employee Recognition and Performance: A Field Experiment (2016, background): “An exception is Kube et al. (2012), who show that non-pecuniary gifts are particularly powerful in triggering subsequent work effort.”
• Other Regarding Preferences: A Selective Survey of Experimental Results (2012, background): “In an experiment related to the occurrence of gift exchange in field settings, Kube et al. (2012) look at the effect of a gift in kind versus a monetary gift of equal value.”
• The Impact of Management Practices on Employee Productivity: A Field Experiment with Airline Captains (2019, background): “Relatedly, field experimental research into unconditional gifts is a burgeoning area of research—see Gneezy and List (2006); Bellemare and Shearer (2009); Hennig-Schmidt et al. (2010); Englmaier and Leider (2012); Kube et al. (2012); and Cohn et al. (2015).”