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Dynamic reform of public institutions: A model of motivated agents and collective reputation

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  • Valasek, Justin
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    State capacity is optimized when public institutions are staffed by individuals with public-service motivation. However, when motivated agents value the collective reputation of their place of employment, steady-state equilibria with both high and low aggregate motivation (reputation) in the mission-oriented sector exist. Reforming a low-motivation institution requires a non-monotonic wage path: since the effect of higher wages on motivation is negative for a highreputation institution, but positive for a low-reputation institution, a transition to a high-reputation steady state requires an initial wage increase to crowd motivated workers in, followed by a wage decrease to crowd non-motivated workers out.

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    File URL: https://www.econstor.eu/bitstream/10419/147242/1/871447371.pdf
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    Paper provided by Social Science Research Center Berlin (WZB) in its series Discussion Papers, Research Unit: Economics of Change with number SP II 2015-303r.

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    Date of creation: 2016
    Handle: RePEc:zbw:wzbeoc:spii2015303r
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    1. Dan Ariely & Anat Bracha & Stephan Meier, 2009. "Doing Good or Doing Well? Image Motivation and Monetary Incentives in Behaving Prosocially," American Economic Review, American Economic Association, vol. 99(1), pages 544-555, March.
    2. Aldashev, Gani & Jaimovich, Esteban & Verdier, Thierry, 2014. "When warm glow burns: Motivational (mis)allocation in the non-profit sector," CEPR Discussion Papers 9963, C.E.P.R. Discussion Papers.
    3. Macchiavello, Rocco, 2008. "Public sector motivation and development failures," Journal of Development Economics, Elsevier, vol. 86(1), pages 201-213, April.
    4. Jean Tirole, 1996. "A Theory of Collective Reputations (with applications to the persistence of corruption and to firm quality)," Review of Economic Studies, Oxford University Press, vol. 63(1), pages 1-22.
    5. Auriol, Emmanuelle & Brilon, Stefanie, 2014. "Anti-social behavior in profit and nonprofit organizations," Journal of Public Economics, Elsevier, vol. 117(C), pages 149-161.
    6. Banerjee, Ritwik & Baul, Tushi & Rosenblat, Tanya, 2015. "On self selection of the corrupt into the public sector," Economics Letters, Elsevier, vol. 127(C), pages 43-46.
    7. Bernheim, B Douglas, 1994. "A Theory of Conformity," Journal of Political Economy, University of Chicago Press, vol. 102(5), pages 841-877, October.
    8. Edd Cowley & Sarah Smith, 2014. "Motivation and mission in the public sector: evidence from the World Values Survey," Theory and Decision, Springer, vol. 76(2), pages 241-263, February.
    9. Chris Bidner & Patrick Francois, 2013. "The Emergence of Political Accountability," The Quarterly Journal of Economics, Oxford University Press, vol. 128(3), pages 1397-1448.
    10. repec:bri:cmpowp:12/299 is not listed on IDEAS
    11. Handy, Femida & Katz, Eliakim, 1998. "The Wage Differential between Nonprofit Institutions and Corporations: Getting More by Paying Less?," Journal of Comparative Economics, Elsevier, vol. 26(2), pages 246-261, June.
    12. Mathias Dewatripont & Ian Jewitt & Jean Tirole, 1999. "The Economics of Career Concerns, Part I: Comparing Information Structures," Review of Economic Studies, Oxford University Press, vol. 66(1), pages 183-198.
    13. Mathias Dewatripont & Ian Jewitt & Jean Tirole, 1999. "The Economics of Career Concerns, Part II: Application to Missions and Accountability of Government Agencies," Review of Economic Studies, Oxford University Press, vol. 66(1), pages 199-217.
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