To Innovate Or Not To Innovate: Incentives And Innovation In Hierarchies
AbstractHierarchical organizations often perform poorly in inducing the adoption of innovations. The authors examine a principal offering contracts to agents who make unobservable effort and adoption-of-innovation choices (yielding moral hazard); who occupy jobs of differing, unobserved productivities (yielding adverse selection); and who engage in a repeated relationship with the principal (causing a ratchet effect to arise). Increasing the rate of adoption of an innovation in such an organization causes the incentive costs of adoption to increase at an increasing rate. Relatively low rates of adoption may then be a response to the prohibitive incentive costs of higher adoption rates. Copyright 1990 by American Economic Association.
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Bibliographic InfoPaper provided by Pennsylvania State - Department of Economics in its series Papers with number 9-88-4.
Length: 38 pages
Date of creation: 1988
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Postal: PENNSYLVANIA STATE UNIVERSITY, DEPARTMENT OF ECONOMICS, UNIVERSITY PARK PENNSYLVANIA 16802 U.S.A.
Web page: http://econ.la.psu.edu/
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innovations ; moral hazard ; decision making;
Other versions of this item:
- Dearden, James & Ickes, Barry W & Samuelson, Larry, 1990. "To Innovate or Not to Innovate: Incentives and Innovation in Hierarchies," American Economic Review, American Economic Association, vol. 80(5), pages 1105-24, December.
- Dearden, J. & Ickes, B.W. & Samuelson, L., 1988. "To Innovate Or Not To Innovate: Incentives And Innovation In Hierarchies," Papers 0-88-1, Pennsylvania State - Department of Economics.
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