Procrastination in Teams, Contract Design and Discrimination

We study a dynamic model of team production with moral hazard. We show that the players begin to invest effort only shortly before the time limit when the reward for solving the task is shared equally. We explore how the team can design contracts to mitigate this form of procrastination and show that the second-best optimal contract is discriminatory. We investigate how limited liability or the threat of sabotage influences the team’s problem. It is further shown that players who earn higher wages can be worse off than teammates with lower wages and that present-biased preferences can mitigate procrastination.Moral Hazard, team production, partnerships, procrastination, contract design, discrimination

Persistence of Monopoly and Research Specialization

We examine the persistence of monopolies in markets with innovations when the outcome of research is uncertain. We show that for low success probabilities of research, the incumbent can seldom preempt the potential entrant. Then the efficiency effect outweighs the replacement effect. It is vice versa for high probabilities. Moreover, the incumbent specializes in “safe” research and the potential entrant in “risky” research. We also show that the probability of entry has an inverted U-shape in the success probability. Since even at the peak entry is rather unlikely, the persistence of the monopoly is high.Persistence of Monopoly, Efficiency Effect, Replacement Effect, Stochastic Innovations

Increasing Workload in a Stochastic Environment

We show that a steeply increasing workload before a deadline is compatible with time-consistent preferences. The key departure from the literature is that we consider a stochastic environment where success of effort is not guaranteed.Increasing Workload, Deadline, Stochasticity

Moral Hazard and Ambiguity

We consider a principal-agent model with moral hazard where the agent’s knowledge about the performance measure is ambiguous and he is averse towards ambiguity. We show that the principal may optimally provide no incentives or contract only on a subset of all informative performance measures. That is, the Informativeness Principle does not hold in our model. These results stand in stark contrast to the ones of the orthodox theory, but are empirically of high relevance.financial crisis, Basel Accord, banking regulation, capital requirements, modelbased approach, systemic risk

The Optimality of Simple Contracts: Moral Hazard and Loss Aversion

This paper extends the standard principal-agent model with moral hazard to allow for agents having reference- dependent preferences according to Köszegi and Rabin (2006, 2007). The main finding is that loss aversion leads to fairly simple contracts. In particular, when shifting the focus from standard risk aversion to loss aversion, the optimal contract is a simple bonus contract, i.e. when the agent's performance exceeds a certain threshold he receives a fixed bonus payment. Moreover, if the agent is sufficiently loss averse, it is shown that the first-order approach is not necessarily valid. If this is the case the principal may be unable to fine-tune incentives. Strategic ignorance of information by the principal, however, allows to overcome these problems and may even reduce the cost of implementation.Agency Model; Moral Hazard; Reference-Dependent Preferences; Loss Aversion

Procrastination in Teams, Contract Design and Discrimination

We study a dynamic model of team production with moral hazard. We show that the players begin to invest effort only shortly before the time limit when the reward for solving the task is shared equally. We explore how the team can design contracts to mitigate this form of procrastination and show that the second-best optimal contract is discriminatory. We investigate how limited liability or the threat of sabotage influences the team’s problem. It is further shown that players who earn higher wages can be worse off than teammates with lower wages and that present-biased preferences can mitigate procrastination

Soft Commitments, Reminders and Academic Performance

A large share of students in higher education graduates with delay or fails to obtain a degree at all. In our field experiment, students can sign a non-binding agreement and self-commit to staying on track for graduation. We provide first evidence that soft commitment devices can enhance educational progress and -- more generally -- improve the completion of complex tasks such as passing exams. A pure reminder treatment does not change behavior, suggesting that the effects are not driven by increased salience. As predicted by a simple decision model, we show that procrastinators benefit most from the soft commitment device

Soft Commitments, Reminders and Academic Performance

A large share of students in higher education graduates with delay or fails to obtain a degree at all. In our field experiment, students can sign a non-binding agreement and self-commit to staying on track for graduation. We provide first evidence that soft commitment devices can enhance educational progress and -- more generally -- improve the completion of complex tasks such as passing exams. A pure reminder treatment does not change behavior, suggesting that the effects are not driven by increased salience. As predicted by a simple decision model, we show that procrastinators benefit most from the soft commitment device