Nisvan Erkal

Do Attitudes Towards Corruption Differ Across Cultures? Experimental Evidence from Australia, India, Indonesia andSingapore

This paper examines cultural differences in attitudes towards corruption by analysing individual-decision making in a corrupt experimental environment. Attitudes towards corruption play a critical role in the persistence of corruption. Our experiments differentiate between the incentives to engage in corrupt behaviour and the incentives to punish corrupt behaviour and allow us to explore whether, in environments characterized by lower levels of corruption, there is both a lower propensity to engage in corrupt behaviour and a higher propensity to punish corrupt behaviour. Based on experiments run in Australia (Melbourne), India (Delhi), Indonesia (Jakarta) and Singapore, we find that there is more variation in the propensities to punish corrupt behaviour than in the propensities to engage in corrupt behaviour across cultures. The results reveal that the subjects in India exhibit a higher tolerance towards corruption than the subjects in Australia while the subjects in Indonesia behave similarly to those in Australia. The subjects in Singapore have a higher propensity to engage in corruption than the subjects in Australia. We also vary our experimental design to examine the impact of a more effective punishment system and the effect of the perceived cost of bribery.

An Experimental Analysis of Dynamic Incentives to Share Knowledge

Knowledge sharing arrangements are an important part of the innovation process as they help firms acquire technological capabilities, shorten development time, and spread risk and cost. A question central to the study of knowledge sharing arrangements is the impact of competition on cooperation. While cooperation has the benefit of avoiding duplication, it may have an adverse effect on the competitive advantage of a leading firm. Hence, firms face a difficult challenge during the innovation process while deciding which components of it, if any, to carry out in collaboration with other firms. This paper reports the results of controlled laboratory experiments which identify how the decision to form research joint ventures changes with both relative progress during the R&D process and the intensity of product market competition. The design is based on a modified version of Erkal and Minehart (2008). The results indicate that if expected profits are such that the lagging firms always stay in the race, cooperation unravels as firms move forward in the discovery process and as monopoly profits become relatively more attractive. These results are generally consistent with the theoretical predictions.

Welfare-Reducing Mergers in Differentiated Oligopolies with Free Entry

Antitrust authorities regard the possibility of post-merger entry and merger-generated efficiencies as two factors that may counteract the negative effects of horizontal mergers. This article shows that in differentiated oligopolies with linear demand, all entry-inducing mergers harm consumer welfare. This is because if there is entry following a merger, it implies that the merger-generated efficiencies were not sufficiently large. Mergers which induce exit, owing to sufficiently high cost savings, always improve consumer welfare.

Cultural Transmission of Work-Welfare Attitudes and the Intergenerational Correlation in Welfare Receipt

This paper considers the potential for the cultural transmission of attitudes toward work, welfare, and individual responsibility to explain the intergenerational correlation in welfare receipt. Specifically, we investigate whether 18-year olds’ views about social benefits and the drivers of social inequality depend on their families’ welfare histories. We begin by incorporating welfare receipt into a theoretical model of the cultural transmission of work-welfare attitudes across generations. Consistent with the predictions of our model, we find that young people’s attitudes towards work and welfare are shaped by socialization within their families. Young people are more likely to oppose generous social benefits and adopt an internal view of social inequality if their mothers support these views, if their mothers were employed while they were growing up, and if their families never received welfare. These results are consistent with —though do not definitively establish— the existence of an intergenerational welfare culture.

Optimal Sharing Strategies in Dynamic Games of Research and Development

This paper builds a theoretical foundation for the dynamics of knowledge sharing in private industry. In practice, research and development projects can take years or even decades to complete. We model an uncertain research process, where research projects consist of multiple sequential steps. We ask how the incentives to license intermediate steps to rivals change over time as the research project approaches maturity and the uncertainty that the firms face decreases. Such a dynamic approach allows us to analyze the interaction between how close the firms are to product market competition and how intense that competition is. If product market competition is relatively moderate, the lagging firm is expected never to drop out and the incentives to share intermediate research outcomes decreases monotonically with progress. However, if product market competition is relatively intense, the incentives to share may increase with progress. These results illustrate under what circumstances it is necessary to have policies aimed at encouraging cooperation in R&D and when such policies should be directed towards early vs. later stage research.

Competing by Default: A New Way to Break the Glass Ceiling

Leadership selection often requires candidates to actively choose to express their interest. We compare such an Opt-in mechanism with an Opt-out mechanism where everyone qualified for the position is in the candidate pool by default, but individuals can choose to opt out of the selection process. Data from experiments reveal a gender gap in participation decisions under the Opt-in mechanism when selection is competitive. The gender gap exists even when individuals know they are the top performers. In contrast, under the Opt-out mechanism, women are more likely to participate, and this effectively reduces the gender gap in leadership selection.