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MARKET INCENTIVES,
INTRINSIC MOTIVATIONS and CSR:
CROWDING IN or CROWDING OUT?
Johan Graafland
Tilburg University
Tilburg Sustainability Center
Intro
• Luigino Bruni: a negative side effect of incentives is that
nothing has intrinsic value anymore…the function is
controlling people, not freedom
(in: De ongekende kant van de economie. Gratuïteit en markt, p. 99)
• Crowding theory: Frey, Gneezy, Fehr, many others
– Crowding out: market incentives reduce intrinsic motivation and
replace it by extrinsic motivation
– Crowding in: market incentives enforce intrinsic motivation
Context of Templeton project “Where
good markets are good for”
Scheme 1
Scheme 2
Project 7: Free Market Institutions,
Corporate Social Responsibility and
Human Flourishing
4
4
Intrinsic
motivation
Responsibility for
common good
Market incentives
and pressure
Corporate social
responsibility
Human
flourishing
Social values
Environmental
values
Hypotheses
• H1: Market incentives for the CSR of a business organization crowd
in the intrinsic motivation of a director towards CSR
– Enlarges freedom to act
– Preference update by meeting intrinsically motivated people
– Signals trust of stakeholders
• H2:Compelling market pressure on the CSR of a business
organization crowds out intrinsic motivation of a director towards
CSR
– Intrudes directly into the director’s realm of self-determination
– Signals distrust; competence of director not acknowledged
N = 860 directors of small and medium sized enterprises
Regression analysis
with * p<.05; **p<.01; ***p<.001
6
Intrinsic
motivation
Corporate social
responsibility
Market incentives (H1) 0.27*** 0.18***
Market pressures (H2) -0.07* 0.02
Intrinsic motivation 0.19***
7
Conclusions
• Business case is important
– Direct effect (extrinsic motivation)
– Indirect effect through crowding in intrinsic motivation towards CSR
• Policy implication
– Competition policy may benefit a broader concept of welfare that
includes sustainability
– Important role of NGOs and media and government regulation on CSR:
increase market incentives by fostering transparency in CSR
7
Talk given at:
From ‘Ratrace’ to ‘Relationships’
Markets in Service of People
Openings symposium research project
‘What Good Markets Are Good For’
Funded by the:
Templeton World Charity Foundation
11 april 2017
Partners symposium : CLUE+, VU-Centrum Ethos, Goldschmeding Foundation, Socires

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Market incentives, intrinsic motivation and CSR: Crowding in or crowding out?

  • 1. MARKET INCENTIVES, INTRINSIC MOTIVATIONS and CSR: CROWDING IN or CROWDING OUT? Johan Graafland Tilburg University Tilburg Sustainability Center
  • 2. Intro • Luigino Bruni: a negative side effect of incentives is that nothing has intrinsic value anymore…the function is controlling people, not freedom (in: De ongekende kant van de economie. Gratuïteit en markt, p. 99) • Crowding theory: Frey, Gneezy, Fehr, many others – Crowding out: market incentives reduce intrinsic motivation and replace it by extrinsic motivation – Crowding in: market incentives enforce intrinsic motivation
  • 3. Context of Templeton project “Where good markets are good for” Scheme 1 Scheme 2
  • 4. Project 7: Free Market Institutions, Corporate Social Responsibility and Human Flourishing 4 4 Intrinsic motivation Responsibility for common good Market incentives and pressure Corporate social responsibility Human flourishing Social values Environmental values
  • 5. Hypotheses • H1: Market incentives for the CSR of a business organization crowd in the intrinsic motivation of a director towards CSR – Enlarges freedom to act – Preference update by meeting intrinsically motivated people – Signals trust of stakeholders • H2:Compelling market pressure on the CSR of a business organization crowds out intrinsic motivation of a director towards CSR – Intrudes directly into the director’s realm of self-determination – Signals distrust; competence of director not acknowledged
  • 6. N = 860 directors of small and medium sized enterprises Regression analysis with * p<.05; **p<.01; ***p<.001 6 Intrinsic motivation Corporate social responsibility Market incentives (H1) 0.27*** 0.18*** Market pressures (H2) -0.07* 0.02 Intrinsic motivation 0.19***
  • 7. 7 Conclusions • Business case is important – Direct effect (extrinsic motivation) – Indirect effect through crowding in intrinsic motivation towards CSR • Policy implication – Competition policy may benefit a broader concept of welfare that includes sustainability – Important role of NGOs and media and government regulation on CSR: increase market incentives by fostering transparency in CSR 7
  • 8. Talk given at: From ‘Ratrace’ to ‘Relationships’ Markets in Service of People Openings symposium research project ‘What Good Markets Are Good For’ Funded by the: Templeton World Charity Foundation 11 april 2017 Partners symposium : CLUE+, VU-Centrum Ethos, Goldschmeding Foundation, Socires