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Using social connections and financial incentives to solve coordination failure: A quasi-field experiment in India's manufacturing sector
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References

  • 2004Field Experiments2,321 cited
  • 2009Group Identity and Social Preferences1,543 cited
  • 2011Does Management Matter? Evidence from India1,416 cited
  • 2009Peers at Work1,275 cited
  • 1990Tacit coordination games, strategic uncertainty, and coordination failure808 cited
  • 2007Individual Behavior and Group Membership666 cited
  • 2006The Impact of Group Membership on Cooperation and Norm Enforcement: Evidence Using Random Assignment to Real Social Groups627 cited
  • 2011Does management matter? Evidence from India603 cited
  • 2009Social Incentives in the Workplace531 cited
  • 2014Social identity and inequality: The impact of China's hukou system495 cited
  • 2006Discrimination, Social Identity, and Durable Inequalities484 cited
  • 2005Managing diversity by creating team identity447 cited
  • 2009Social Connections and Incentives in the Workplace: Evidence From Personnel Data407 cited
  • 2011The Potential of Social Identity for Equilibrium Selection400 cited
  • 2012The Behavioralist Visits the Factory: Increasing Productivity Using Simple Framing Manipulations385 cited
  • 2012

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Who Gets the Job Referral? Evidence from a Social Networks Experiment
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