For fostering Socially Responsible Behavior (SRB) of their managers, firms increasingly consider tying managers’ bonuses to the achievement of certain environmental, social or societal objectives. Yet, we still know very little about the actual effects of such incentives for SRB. In particular, it is unclear whether such incentives are effective or whether they risk to (partially) “crowd-out” individuals’ autonomous motivation for SRB. Based on two vignette experiments with managers, we provide first empirical evidence on this matter. Financial rewards seem neither to enhance managers’ engagement in SRB, nor show significant interaction effects with their autonomous motivation to engage in SRB. Thus, our findings suggest that financial rewards are of little help in fostering SRB. Link to the article
BOUCHET, V., LINDER, S. and MOTTIS, N. (2022). Incentives, Autonomous Motivation, and Bank Managers’ Socially Responsible Behavior. In: The Relational View of Economics: A New Research Agenda for the Study of Relational Transactions. 1st ed. Springer, pp. 159-191.