Trust and Incentives in Principal-Agent Negotiations

135 citations recorded by the source corpus.

How researchers see this paper

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

“Not Just for the Money?” How Financial Incentives Affect the Number of Publications at Danish Research Institutions (2008, background): “Public Service Motivation (PSM) can be a strong work-enhancing inspiration for public sector employees (Rainey 1982; Perry and Wise 1990; Wright 2001; Miller and Whitford 2002; Vrangbæk 2003; Lazzarini, Miller, and Zenger 2004).”
The Principal's Moral Hazard: Constraints on the Use of Incentives in Hierarchy (2006, methodology): “4); it is the basis for conclusions in Dixit and Nalebuff (1993), Miller and Whitford (2000), and Bottom et al. (2006).”
Building a Pathway to Cooperation: Negotiation and Social Exchange between Principal and Agent (2006, background): “Though Miller and Whitford (2002) observed a great deal of behavior that was inconsistent with agency theory predictions, there was also considerable variability among subjects.”
Knights and Knaves Return: Public Service Motivation and the Delivery of Public Services (2010, background): “There are also many academics and others who work in the area who support the model, and who point to the dangers of its abandonment (see, for instance, Titmuss 1970; 1997; Miller and Whitford 2002; Taylor-Gooby 2009; Seldon 2009; and Moynihan 2010=this issue; and Langbein 2010=this issue).”