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• Supplement | HBS Case Collection | 2013 (Revised from original 2013 version)

  Equitas Microfinance (C): Advent of Regulation

  V.G. Narayanan, V. Kasturi Rangan and Vidhya Muthuram

  Keywords: business model; for-profit firms; Micro Finance; growth and development strategy; corporate social responsibility and impact; Social Enterprise; India;

  Citation:

  Narayanan, V.G., V. Kasturi Rangan, and Vidhya Muthuram. "Equitas Microfinance (C): Advent of Regulation." Harvard Business School Supplement 113-006, May 2013. (Revised from original March 2013 version.)

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• Working Paper | 2013

  No Margin, No Mission? A Field Experiment on Incentives for Public Services Delivery

  Nava Ashraf, Oriana Bandiera and Kelsey Jack

  A substantial body of research investigates the effect of pay for performance in firms, yet less is known about the effect of non-financial rewards, especially in organizations that hire individuals to perform tasks with positive social spillovers. We conduct a field experiment in which agents recruited by a public health organization to sell condoms are randomly allocated to four groups. Agents in the control group are hired as volunteers, whereas agents in the three treatment groups receive a small monetary margin on each pack sold, a large margin, and a non-financial reward, respectively. The analysis yields three main findings. First, non-financial rewards are more effective at eliciting effort than either financial rewards or the volunteer contract, and are also the most cost-effective of the four schemes. Second, non-financial rewards leverage intrinsic motivation and, contrary to existing laboratory evidence, financial incentives do not appear to crowd it out. Third, the responses to both types of incentives are stronger when their relative value is higher. Indeed, financial rewards are effective at motivating the poorest agents, and non-financial rewards are more effective when the peer group is larger. Overall, the findings demonstrate the power of non-financial rewards to motivate agents in settings where there are limits to the use of financial incentives.

  Keywords: incentives; non-monetary rewards; intrinsic motivation; Mission and Purpose; Research; Social Enterprise; Motivation and Incentives;

  Citation:

  Ashraf, Nava, Oriana Bandiera, and Kelsey Jack. "No Margin, No Mission? A Field Experiment on Incentives for Public Services Delivery." Working Paper, May 2013.

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• Case | HBS Case Collection | 2013 (Revised from original 2010 version)

  Bridge International Academies: A School in a Box

  V. Kasturi Rangan and Katharine Lee

  Bridge International was founded in 2007 as a for-profit social enterprise to address the educational needs of poor children in Africa. Ten schools were operational in Kenya by 2010. The plan was to franchise nearly 3,000 schools all over Africa. The case is meant to discuss the challenges of scaling.

  Keywords: Business Model; Education; Growth and Development; Franchise Ownership; Strategic Planning; Problems and Challenges; Social Enterprise; Segmentation; Education Industry; Africa; Kenya;

  Citation:

  Rangan, V. Kasturi, and Katharine Lee. "Bridge International Academies: A School in a Box." Harvard Business School Case 511-064, April 2013. (Revised from original October 2010 version.)

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