Intergenerational Attitudes Towards Strategic Uncertainty and Competition: A Field Experiment in a Swiss Bank
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2013
- ISIDORE Id: 10670/1.49fa23...
- halshs: halshs-00807436
- doi: 10.1016/j.euroecorev.2013.04.002
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info:eu-repo/semantics/altIdentifier/doi/10.1016/j.euroecorev.2013.04.002
info:eu-repo/semantics/OpenAccess
Mots-clés
Aging risk ambiguity competitiveness confidence experiment C - Mathematical and Quantitative Methods/C.C9 - Design of Experiments/C.C9.C91 - Laboratory, Individual Behavior D - Microeconomics/D.D8 - Information, Knowledge, and Uncertainty/D.D8.D83 - Search • Learning • Information and Knowledge • Communication • Belief • Unawareness J - Labor and Demographic Economics/J.J1 - Demographic Economics/J.J1.J14 - Economics of the Elderly • Economics of the Handicapped • Non-Labor Market Discrimination J - Labor and Demographic Economics/J.J2 - Demand and Supply of Labor/J.J2.J24 - Human Capital • Skills • Occupational Choice • Labor Productivity M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M5 - Personnel EconomicsCiter ce document
Thierry Madiès et al., « Intergenerational Attitudes Towards Strategic Uncertainty and Competition: A Field Experiment in a Swiss Bank », HAL SHS (Sciences de l’Homme et de la Société), ID : 10.1016/j.euroecorev.2013.04.002
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Résumé
With a market entry game inspired by Camerer and Lovallo (1999), we study the attitudes of junior and senior employees towards strategic uncertainty and competition. Seniors exhibit higher entry rates compared to juniors, especially when the market capacity is not too low or when earnings from entry depend on relative performance. This difference persists after controlling for attitudes towards non-strategic uncertainty and for beliefs on others' competitiveness and on relative ability. Seniors are more willing to compete when they predict a higher number of competitors. This contradicts the stereotype of less competitive older employees.
