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• Article | Journal of Political Economy | March 2020

  Knowing When to Ask: The Cost of Leaning-in

  Christine L. Exley, Muriel Niederle and Lise Vesterlund

  Women's reluctance to negotiate is often used to explain the gender wage gap, popularizing the push for women to “lean-in" and negotiate more. Examining an environment where women achieve positive profits when they choose to negotiate, we find that increased negotiations are not helpful. Women know when to ask: they enter negotiations resulting in positive profits and avoid negotiations resulting in negative profits. While the findings are similar for men, we find no evidence that men are more adept than women at knowing when to ask. Thus, our results caution against a greater push for women to negotiate.

  Keywords: negotiations; leaning-in; selection; Negotiation Participants; Negotiation Style; Gender;

  Citation:

  Exley, Christine L., Muriel Niederle, and Lise Vesterlund. "Knowing When to Ask: The Cost of Leaning-in." Journal of Political Economy 128, no. 3 (March 2020): 816–854.  View Details

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• Article | Management Science | February 2020

  Using Charity Performance Metrics as an Excuse Not to Give

  Christine L. Exley

  There is an increasing pressure to give more wisely and effectively. There is, relatedly, an increasing focus on charity performance metrics. Via a series of experiments, this paper provides a caution to such a focus. While information on charity performance metrics may facilitate more effective giving, it may also facilitate the development of excuses not to give. Managers of nonprofit organizations should carefully assess this tension when determining if and how to provide information on their performance metrics.

  Keywords: charitable giving; prosocial behavior; altruism; excuses; self-serving biases; Philanthropy and Charitable Giving; Performance; Measurement and Metrics; Behavior;

  Citation:

  Exley, Christine L. "Using Charity Performance Metrics as an Excuse Not to Give." Management Science 66, no. 2 (February 2020): 553–563.  View Details

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• Teaching Note | HBS Case Collection | January 2020

  How to Encourage Others to Give and When to Pass the Torch? Insights from The Philanthropy Connection

  Christine Exley and Kathleen McGinn

  This case follows the co-founder and president, Marla Felcher, of The Philanthropy Connection (TPC). TPC is a nonprofit organization that centers around collective giving: members of TPC make an annual contribution that is then distributed to select nonprofit organizations via grants. As Felcher works to maximize how much money they can give out via grants, this case allows for a deep dive into the motives for giving and how the organizational structure and processes can tap into why people give. As the case begins with Felcher’s founding of TPC and concludes with Felcher desiring to step down from her role as president, this case also allows for a rich discussion around if and when a nonprofit founder should step aside to let the next round of leaders takeover.

  Keywords: giving and philanthropy; Philanthropy and Charitable Giving; Motivation and Incentives; Nonprofit Organizations;

  Citation:

  Exley, Christine, and Kathleen McGinn. "How to Encourage Others to Give and When to Pass the Torch? Insights from The Philanthropy Connection." Harvard Business School Teaching Note 920-046, January 2020.  View Details

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