Organizational Behavior and Human Decision Processes, Volume 70, Issue 1
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Contributors
Contributors Edward J. McCaffery is Robert C. Packard Trustee Chair in Law and Po- litical Science at the University of Southern California and visiting pro- fessor of law and economics at the California Institute of Technology. Joel Slemrod is Paul W. McCracken Collegiate Professor of Business Economics and Public Policy, director of the Office of Tax Policy Research in the Stephen M. Ross School of Business, and professor of economics at the University of Michigan. Caroline Adams teaches psychology at the University of Plymouth, En- gland. Jonathan Baron is professor of psychology at the University of Pennsyl- vania. James J. Choi is assistant professor of finance at the Yale School of Man- agement. Terrence Chorvat is associate professor in the George Mason University, School of Law. John Cullis is reader in economics in the Department of Economics and International Development at the University of Bath in England. Henk Elffers is senior researcher at the Netherlands Institute for the Study of Crime and Law Enforcement and professor of psychology and law at Antwerp University in Belgium. Richard A. Epstein is James Parker Hall Distinguished Service Professor of Law at the University of Chicago and Peter and Kirsten Bedford Se- nior Fellow at the Hoover Institution. vii viii Behavioral Public Finance Hanming Fang is associate professor of economics at Yale University and faculty research fellow of the National Bureau of Economic Research. Lee Anne Fennell is associate professor of law at the University of Illi- nois College of Law. Bruno S. Frey is professor of economics at the University of Zurich and research director of CREMA (Center for Research in Economics, Manage- ment and the Arts). -
Intuitions About Penalties and Compensation in the Context of Tort Law
Journal of Risk and Uncertainty, 7:17-33 (1993) © 1993 Kluwer Academic Publishers Intuitions about Penalties and Compensation in the Context of Tort Law JONATHAN BARON Department of Psychology, University of Pennsylvania, 3SI5 Walnut Street, Philadelphia, PA 19104-6196 I LAN A RITOV* Department of Industrial Enffncering and Management, Ben-Gurion University, P.O. Box 653, Beer Sheeva 84105, Isrnel Abstract Students, retired judges, economists, and others made judgments of appropriate penalties and compen,sation for hypothetical injuries. In some scenarios, compensation was paid by the government and penalties were paid to the government, so the two could differ. Penalties were generally uninfluenced by their deterrent effect on future behavior. Penalties were greater when they were paid directly to the victim than when they were paid to the government. Compensation was affected by whether injuries were caused by people or by nature, or by acts vs, omissions. These effects are not justified according to consequentialist views of penalties and compensation. We suggest that people are overgeneralizing reasonable rules and that such overgeneralization may be in- volved in perverse effects of tort law. Key words: tort law, penalties, compensations, intuitive judgments When one person (or group) harms another, people often think that the injurer should compensate the victim. Tort law can compel compensation. Such a transaction not only compensates the victim but also punishes the injurer. When the injurer compensates the victim, as when a child is induced to give back something she has taken or when a victim sues an injurer in court, punishment and compensation are linked together. Sometimes these functions are separated. -
Judgment and Decision Making: an Interdisciplinary Reader, Second Edition Edited by Terry Connolly, Hal R
Cambridge University Press 978-0-521-62602-6 - Judgment and Decision Making: An Interdisciplinary Reader, Second Edition Edited by Terry Connolly, Hal R. Arkes and Kenneth R. Hammond Frontmatter More information Cambridge Series on Judgment and Decision Making Judgment and Decision Making Researchers in a growing number of fields – public policy, law, business, medicine, psychology, engineering, and others – are working to under- stand and improve human judgment and decision making. This book, which presupposes no formal training, brings together a selection of key articles in the area, with careful organization, introductions, and com- mentaries. Issues include medical diagnosis, weather forecasting, labor negotiations, risk, public policy, business strategy, eyewitness testimony, and more. This is a revised edition of the 1986 collection of papers, Judgment and Decision Making, edited by Hal Arkes and Ken Hammond. The focus of this updated and extended volume is interdisciplinary and applied. The papers selected are scientific in nature, but chosen to appeal to the scholar, student, and layperson alike. Terry Connolly is FINOVA Professor of Management and Policy in the College of Business and Public Administration at the University of Arizona. Hal R. Arkes is Professor of Psychology at Ohio University. Kenneth R. Hammond is Emeritus Professor of Psychology and Director of the Center for Research on Judgment and Policy at the University of Colorado, Boulder. All three editors are past presidents of the Society for Judgment and Decision Making. © Cambridge University Press www.cambridge.org Cambridge University Press 978-0-521-62602-6 - Judgment and Decision Making: An Interdisciplinary Reader, Second Edition Edited by Terry Connolly, Hal R. -
Curriculum Vitae
Jonathan Haidt March 30, 2021 NYU-Stern School of Business Business and Society Program, KMC-7-150 (212) 992-6802 44 West 4th Street [email protected] New York, NY 10012 www.JonathanHaidt.com Education Yale University, B.A. in Philosophy, Magna Cum Laude, 1985. University of Pennsylvania, M.A. in Psychology, 1988. University of Pennsylvania, Ph.D. in Psychology, 1992. Dissertation title: "Moral judgment, affect, and culture, or, is it wrong to eat your dog?" Advisors: Jonathan Baron, Alan Fiske Professional Appointments Post-Doctoral Fellow, University of Chicago, Committee on Human Development. NIMH Training Program in Culture, Emotion, and Mental Health. Under Richard Shweder, 7/92-6/94. Post-Doctoral Associate, The John D. and Catherine T. MacArthur Foundation, Program on Mental Health and Human Development. Under Judith Rodin, 7/94-8/95. Assistant Professor, Dept. of Psychology, University of Virginia, 8/95-8/01. Associate Professor, Dept. of Psychology, University of Virginia, 8/01-8/09. Professor, Dept. of Psychology, University of Virginia, 8/09-5/12. Thomas Cooley Professor of Ethical Leadership, NYU-Stern School of Business, 6/12 – present. Visiting Professorships & Fellowships: Laurance S. Rockefeller Visiting Professor for Distinguished Teaching, Princeton University Center for Human Values, 9/06-7/07. Visiting Distinguished Fellow, Sage Center for the study of the Mind, University of California at Santa Barbara, 11/1/08-12/20/08. Henry Kaufman Visiting Prof. of Business Ethics, NYU-Stern School of Business, 7/11-6/12. Honors National Science Foundation. Graduate Fellowship, 1988-1991. American Psychological Association. Dissertation Research Award, 1991. Harry Frank Guggenheim Foundation. -
Consequences, Norms, and Inaction: a Critical Analysis
Judgment and Decision Making, Vol. 15, No. 3, May 2020, pp. 421–442 Consequences, norms, and inaction: A critical analysis Jonathan Baron∗ Geoffrey P. Goodwin† Abstract Gawronski, Armstrong, Conway, Friesdorf and Hütter (2017, GACFH) presented a model of choices in utilitarian moral dilemmas, those in which following a moral principle or norm (the deontological response) leads to worse consequences than violating the principle (the utilitarian response). In standard utilitarian dilemmas, the utilitarian option involves action (which causes some harm in order to prevent greater harm), and the deontological response, omission. GACFH propose that responses in such dilemmas arise in three different ways: a psychological process leading to a deontological choice, a different process leading to a utilitarian choice, or a bias toward inaction or action. GACFH attempt to separate these three processes with new dilemmas in which action and omission are switched, and dilemmas in which the utilitarian and deontological processes lead to the same choice. They conclude that utilitarian and deontological responses are indeed separable, and that past research has missed this fact by treating them as naturally opposed. We argue that a bias toward harmful inaction is best understood as an explanation of deontological responding rather than as an alternative process. It thus should be included as an explanation of deontological responding, not an alternative response type. We also argue that GACFH’s results can be largely explained in terms of subjects’ unwillingness to accept the researchers’ assumptions about which consequence is worse and which course of action is consistent with a moral norm. This problem is almost inherent in the attempt to switch act and omission while maintaining equivalent norms. -
Group Cooperation Under Uncertainty
University of Pennsylvania ScholarlyCommons Operations, Information and Decisions Papers Wharton Faculty Research 12-2009 Group Cooperation Under Uncertainty Min Gong Joanne Baron University of Pennsylvania Howard Kunreuther University of Pennsylvania Follow this and additional works at: https://repository.upenn.edu/oid_papers Part of the Other Economics Commons, and the Other Education Commons Recommended Citation Gong, M., Baron, J., & Kunreuther, H. (2009). Group Cooperation Under Uncertainty. Journal of Risk and Uncertainty, 39 251-270. http://dx.doi.org/10.1007/s11166-009-9080-2 This paper is posted at ScholarlyCommons. https://repository.upenn.edu/oid_papers/83 For more information, please contact [email protected]. Group Cooperation Under Uncertainty Abstract Previous research has shown an ‘interindividual-intergroup discontinuity effect’: intergroup interactions generally lead to less cooperative outcomes than interindividual interactions. We replicate the discontinuity effect in the deterministic prisoner’s dilemma, but find that groups are more cooperative than individuals in a stochastic version of the game. Three major factors that underlie the usual discontinuity effect are reduced in the stochastic environment: greed, fear, and persuasion power. Two group mechanisms are proposed to explain the reversed discontinuity effect: the motivation to avoid guilt and blame when making decisions that affect others’ welfare, and the social pressure to conform to certain norms when one is in a group setting. Keywords group decision, -
Zbwleibniz-Informationszentrum
A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Camerer, Colin F.; Weber, Martin Working Paper — Digitized Version Recent developments in modelling preferences: Uncertainty and ambiguitiy Manuskripte aus den Instituten für Betriebswirtschaftslehre der Universität Kiel, No. 275 Provided in Cooperation with: Christian-Albrechts-University of Kiel, Institute of Business Administration Suggested Citation: Camerer, Colin F.; Weber, Martin (1991) : Recent developments in modelling preferences: Uncertainty and ambiguitiy, Manuskripte aus den Instituten für Betriebswirtschaftslehre der Universität Kiel, No. 275, Universität Kiel, Institut für Betriebswirtschaftslehre, Kiel This Version is available at: http://hdl.handle.net/10419/161405 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) -
Group Cooperation Under Uncertainty
Group Cooperation under Uncertainty Min Gong *, Jonathan Baron #, Howard Kunreuther + * Center for Research on Environmental Decisions, Columbia University, 406 Schermerhorn Hall - MC 5501, 1190 Amsterdam Ave, New York, NY 10027. Email address: [email protected] . # Department of Psychology, University of Pennsylvania. Email address: [email protected] . + Cecilia Yen Koo Professor of Decisions Sciences and Public Policy at the Wharton School, University of Pennsylvania and co-director of the Wharton Risk Management and Decision Processes Center. E-mail address: [email protected] . Acknowledgements: We appreciate helpful comments and suggestions from David Aadland, Colin Camerer, Rachel Croson, Jason Dana, Charles Holt, David Krantz, Robert Meyer, Charles Plott, Deborah Small, and participants at the CRED 2008 Annual Meeting, the CREATE Behavioral Economics and Terrorism Workshop, the SJDM 2008 Annual Conference, Jonathan Baron lab meeting, and weekly seminar at the Marketing Department, the Wharton School, University of Pennsylvania. We thank the Wharton Behavior Lab, Leonid Markel, and Sarah Martin for collecting and compiling the data. We also wish to thank Kip Viscusi and an anonymous reviewer for their feedback and suggestions on an earlier version of the paper. This research is supported by National Science Foundation grant CMS-0527598. 1 Group Cooperation under Uncertainty Min Gong, Jonathan Baron, Howard Kunreuther Abstract : Previous research has shown an ‘interindividual-intergroup discontinuity effect’: intergroup interactions generally lead to less cooperative outcomes than interindividual interactions. We replicate the discontinuity effect in the deterministic prisoner’s dilemma, but find that groups are more cooperative than individuals in a stochastic version of the game. Three major factors that underlie the usual discontinuity effect were reduced in the stochastic environment: greed, fear, and persuasion power.