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Organizing contests for status / Matthew S. Bothner in Management science, Vol. 57 N° 3 (Mars 2011) 

Public ISBD [article]  in Management science > Vol. 57 N° 3 (Mars 2011) . - pp. 439-457 Titre : Organizing contests for status : The matthew effect vs. the mark effect Type de document : texte imprimé Auteurs : Matthew S. Bothner, Auteur ; Joel M. Podolny, Auteur ; Edward Bishop Smith, Auteur Année de publication : 2011 Article en page(s) : pp. 439-457 Note générale : Management Langues : Anglais (eng) Mots-clés : Networks  Graphs  Theory  Organizational  studies  Design  Effectiveness  Performance  Status  Leadership Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : What is the best way to design tournaments for status, in which individuals labor primarily for the esteem of their peers? What process, in other words, should organizers of status-based contests impose upon those who covet peer recognition? We propose a formal model of status-based competition that contrasts two competing alternatives. The first, following Merton, is the "Matthew Effect," according to which a tournament's architect directs slack resources to elite actors and thus widens the distribution of rewards by favoring cumulative advantage. The second is the "Mark Effect," under which a tournament's designer instead pushes slack resources to marginal actors and thus tightens the distribution of rewards. Our results suggest that although the Mark Effect is better for the social welfare of most tournaments, the Matthew Effect is preferable in two distinct contexts: in small tournaments where variation in underlying ability translates into acute advantages for the most capable contestants; and in large tournaments whose contestants face constant, rather than rising, marginal costs—a condition we relate to contestants' perception of their work as intrinsically valuable. Our contributions are twofold: We find, counter to the thrust of Merton's work, that cumulative advantage is not invariably optimal for the functioning of status contests; and we identify circumstances in which the production of superstars is likely to make contests for status better off in aggregate. Implications for future research on status and management are discussed. DEWEY : 658 ISSN : 0025-1909 En ligne : http://mansci.journal.informs.org/cgi/content/abstract/57/3/439 [article] Organizing contests for status : The matthew effect vs. the mark effect [texte imprimé] / Matthew S. Bothner, Auteur ; Joel M. Podolny, Auteur ; Edward Bishop Smith, Auteur . - 2011 . - pp. 439-457. Management Langues : Anglais (eng) in Management science > Vol. 57 N° 3 (Mars 2011) . - pp. 439-457 Mots-clés : Networks  Graphs  Theory  Organizational  studies  Design  Effectiveness  Performance  Status  Leadership Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : What is the best way to design tournaments for status, in which individuals labor primarily for the esteem of their peers? What process, in other words, should organizers of status-based contests impose upon those who covet peer recognition? We propose a formal model of status-based competition that contrasts two competing alternatives. The first, following Merton, is the "Matthew Effect," according to which a tournament's architect directs slack resources to elite actors and thus widens the distribution of rewards by favoring cumulative advantage. The second is the "Mark Effect," under which a tournament's designer instead pushes slack resources to marginal actors and thus tightens the distribution of rewards. Our results suggest that although the Mark Effect is better for the social welfare of most tournaments, the Matthew Effect is preferable in two distinct contexts: in small tournaments where variation in underlying ability translates into acute advantages for the most capable contestants; and in large tournaments whose contestants face constant, rather than rising, marginal costs—a condition we relate to contestants' perception of their work as intrinsically valuable. Our contributions are twofold: We find, counter to the thrust of Merton's work, that cumulative advantage is not invariably optimal for the functioning of status contests; and we identify circumstances in which the production of superstars is likely to make contests for status better off in aggregate. Implications for future research on status and management are discussed. DEWEY : 658 ISSN : 0025-1909 En ligne : http://mansci.journal.informs.org/cgi/content/abstract/57/3/439