Alone at Home: The Impact of Social Distancing on Norm-consistent Behavior
IWH Discussion Papers,
Around the globe, the COVID-19 pandemic has turned daily live upside down since social distancing is probably the most effective means of containing the virus until herd immunity is reached. Social norms have been shown to be an important determinant of social distancing behaviors. By conducting two experiments and using the priming method to manipulate social isolation recollections, we study whether social distancing has in turn affected norms of prosociality and norm compliance. The normative expectations of what behaviors others would approve or disapprove in our experimental setting did not change. Looking at actual behavior, however, we find that persistent social distancing indeed caused a decline in prosociality – even after the relaxation of social distancing rules and in times of optimism. At the same time, our results contain some good news since subjects seem still to care for norms and become more prosocial once again after we draw their attention to the empirical norm of how others have previously behaved in a similar situation.
Unethical Employee Behavior Against Coworkers Following Unkind Management Treatment: An Experimental Analysis
Managerial and Decision Economics,
We study unethical behavior toward unrelated coworkers as a response to managerial unkindness with two experiments. In our lab experiment, we do not find that subjects who experienced unkindness are more likely to cheat in a subsequent competition against another coworker who simultaneously experienced mistreatment. A subsequent survey experiment suggests that behavior in the lab can be explained by individuals' preferences for norm adherence, because unkind management behavior does not alter the perceived moral appropriateness of cheating. However, having no shared experience of managerial unkindness opens up some moral wiggle room for employees to misbehave at the costs of others.
Names and Behavior in a War
Journal of Population Economics,
We implement a novel empirical strategy for measuring and studying a strong form of nationalism—the willingness to fight and die in a war for national independence—using name choices corresponding to a previous war leader. Based on data on almost half a million soldiers, we first show that having been given a first name that is synonymous with the leader(s) of the Croatian state during World War II predicts volunteering for service in the 1991–1995 Croatian war of independence and dying during the conflict. Next, we use the universe of Croatian birth certificates and the information about nationalism conveyed by first names to suggests that in ex-Yugoslav Croatia, nationalism rose continuously starting in the 1970s and that its rise was curbed in areas where concentration camps were located during WWII. Our evidence on intergenerational transmission of nationalism is consistent with nationalist fathers purposefully reflecting the trade-off between within-family and society-wide transmission channels of political values. We also link the nationalist values we proxy using first name choices to right-wing voting behavior in 2015, 20 years after the war.
People Doctoral Students PhD...
Financial Systems: The Anatomy of the Market Economy How the financial system is...
The maths behind gut decisions First carefully weigh up the costs and benefits and then make a rational...
Four Research Clusters ...
IWH FDI Micro Database
IWH FDI Micro Database The IWH FDI Micro Database (FDI = Foreign Direct...
Indirekte Effekte von als unfair wahrgenommenem Arbeitgeberverhalten auf die Produktivität von Beschäftigten
Wirtschaft im Wandel,
Jede Organisation, die darüber nachdenkt zu restrukturieren, Löhne zu kürzen oder Angestellte zu entlassen, sollte auch über mögliche Reaktionen der persönlich nicht betroffenen Arbeitnehmer nachdenken. Dieser Beitrag präsentiert Ergebnisse eines Feldexperiments. Es offenbart, dass die als unfair wahrgenommene Handlung des Arbeitgebers – in diesem Fall die Entlassung von Arbeitskollegen – die anschließende Produktivität der nicht direkt betroffenen Arbeitskräfte mindert. Als Teil des Experiments antizipierten erfahrene Personalmanager zwar im Durchschnitt erfolgreich die Konsequenzen unfairen Arbeitgeberverhaltens auf nicht betroffene Arbeitnehmer, einzeln lagen sie jedoch oft daneben.