Knowledge that Transforms

Tournament contracts are characterized that simultaneously elicit first-best efficient effort levels and self-selection of risk-neutral heterogeneous workers into ability-specific contracts. Comparisons across self-selected ability types are shown to be sometimes necessary to attain efficiency. Rationales are explored for not commonly observing such contracts in hierarchical organizations.

If an increase in the rate at which a criminal commits crimes lowers the expected time until detection, the income from crime (net of expected fines) must be discounted at a rate that varies with the crime rate. This paper models the criminal's choice of the optimal crime rate under such conditions. It is shown that, irrespective of the criminal's attitude toward risk, an increase in the probability of detection is more likely to deter crime than a comparable increase in penalties. Other implications of the model for the optimal enforcement of laws are also explored.

The employment relationship with employees' ability and their actions both private information (thus combining adverse selection with moral hazard) is modeled as a repeated game with self-enforcing contracts being perfect Bayesian Nash equilibria. Under termination contracts, the equilibrium contract structure consists of a hierarchy of ranks, finite in number even though ability is continuous. Reputation acts as an effective device for worker discipline without the need for involuntary unemployment. Selection by bonding is not, in general, incentive compatible, but selection by promotion of employees through the ranks is. Many other features correspond to observed employment structures.

The extension of economic analysis to problems beyond the domain of formal markets and explicit prices represents a major recent intellectual development. But "economic imperialism" is not new and was not invented in Chicago. Adam Smith, in his Wealth of Nations, extended economic reasoning to a variety of nonmarket exchange problems. One example is his analysis of religious behavior. Smith viewed participation in religion as a rational device by which individual enhanced the value of their human capital. He also explained the behavior of the clergy and other suppliers of religious services from an economic perspective.

This paper models ancademic department as an internal labor market. The major problem facing the university administration is to ensure that members of its departments are willing to hire the best possible candidates. Academic tenure is seen to be a necessary condition for this. The analysis is also consistent with other aspects of the academic environment including "tenure-track" appointments, contract buy-outs, early retirement plans, and, when a budget crunch hits, the elimination of entire departments. The results extend in a simple way to other organizations in which members have an input into overall decisions.

Salaries of academic economists are studied to determine if individuals receive differential returns to publishing articles of varying quality and to coauthored versus single-authored articles. Estimates based on detailed data and a flexible nonlinear least-squares procedure indicate that substantial returns to quality exist and that an individual's return from a coauthored paper with n authors is approximately 1/n times that of a single-authored paper.

This paper analyzes the strategic and intertemporal interaction between two economic agents who have "overlapping" concerns, such as altruistic concerns for each other's welfare. The agents may be two individuals, a social bureau and a client, or two units in an organization. The authors show how the presence of such common concerns may lead to socially inefficient outcomes, in which one economic agent "free rides" on the other's concerns. They also brief ly discuss how this inefficiency and free riding, in the context of interaction between individuals, might be mitigated by compulsory social security systems. As another example, the authors interpret th e inefficiency in terms of Janos Kornai's "soft budget constraints" within organizations.