More from these Authors

• Article | Journal of Economic Behavior & Organization | June 2013

  Opting-in: Participation Bias in Economic Experiments

  Robert Slonim, Carmen Wang, Ellen Garbarino and Danielle Merrett

  Assuming individuals rationally decide whether to participate or not to participate in lab experiments, we hypothesize several non-representative biases in the characteristics of lab participants. We test the hypotheses by first collecting survey and experimental data from a typical recruitment population and then inviting them to participate in a lab experiment. The results indicate that lab participants are not representative of the target population on almost all the hypothesized characteristics, including having lower income, working fewer hours, volunteering more often, and exhibiting behaviors correlated with interest in experiments and economics. The results reinforce the commonly understood limits of laboratory research to make quantitative inferences. We also discuss several methods for addressing non-representative biases to advance laboratory methods for improving quantitative inferences and consequently increasing confidence in qualitative conclusions.

  Citation:

  Slonim, Robert, Carmen Wang, Ellen Garbarino, and Danielle Merrett. "Opting-in: Participation Bias in Economic Experiments." Journal of Economic Behavior & Organization 90 (June 2013): 43–70.

  CiteView DetailsFind at Harvard

  Related

• Teaching Plan | HBS Case Collection | 2013

  Fonterra (TP)

  David E. Bell, Mary Shelman and Annelena Lobb

  Citation:

  Bell, David E., Mary Shelman, and Annelena Lobb. "Fonterra (TP)." Harvard Business School Teaching Plan 513-024, April 2013.

  CiteView DetailsPurchase

  Related

• Article | Management Science | April, 2013

  Overcoming Resistance to Organizational Change: Strong Ties and Affective Cooptation

  Julie Battilana and Tiziana Casciaro

  We propose a relational theory of how change agents in organizations use the strength of ties in their network to overcome resistance to change. We argue that strong ties to potentially influential organization members who are ambivalent about a change (fence-sitters) provide the change agent with an affective basis to coopt them. This cooptation increases the probability that the organization will adopt the change. By contrast, strong ties to potentially influential organization members who disapprove of a change outright (resistors) are an effective means of affective cooptation only when a change diverges little from institutionalized practices. With more divergent changes, the advantages of strong ties to resistors accruing to the change agent are weaker, and may turn into liabilities that reduce the likelihood of change adoption. Analyses of longitudinal data from 68 multi-method case studies of organizational change initiatives conducted at the National Health Service in the United Kingdom support these predictions and advance a relational view of organizational change in which social networks operate as tools of political influence through affective mechanisms.

  Citation:

  Battilana, Julie, and Tiziana Casciaro. "Overcoming Resistance to Organizational Change: Strong Ties and Affective Cooptation." Management Science 59, no. 4 (April, 2013): 819–836.

  CiteView DetailsFind at Harvard

  Related