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dc.contributor.authorAnik, Lalin
dc.contributor.authorNorton, Michael Irwin
dc.contributor.authorAriely, Dan
dc.date.accessioned2014-07-23T14:00:37Z
dc.date.issued2014-07-23
dc.identifier.citationAnik, Lalin, Michael I. Norton, and Dan Ariely. "Contingent Match Incentives Increase Donations." JMR, Journal of Marketing Research (forthcoming).en_US
dc.identifier.issn0022-2437en_US
dc.identifier.urihttp://nrs.harvard.edu/urn-3:HUL.InstRepos:12557293
dc.description.abstractWe propose a new means by which non-profits can induce donors to give today and commit to giving in the future: contingent match incentives, in which matching is made contingent on the percentage of others who give (e.g., "if X% of others give, we will match all donations"). A field experiment shows that a 75% contingent match (where matches "kick in" only if 75% of others donate) is most effective in increasing commitment to recurring donations. An online experiment reveals that the 75% contingent match drives commitment to recurring donations because it simultaneously provides social proof yet offers a low enough target that it remains plausible that the match will occur. A final online experiment demonstrates that the effectiveness of the 75% contingent match extends to one-time donations. We discuss the practical and theoretical implications of contingent matches for managers and academics.en_US
dc.language.isoen_USen_US
dash.licenseOAP
dc.subjectmotivation and incentivesen_US
dc.subjectgiving and philanthropyen_US
dc.titleContingent Match Incentives Increase Donationsen_US
dc.typeJournal Articleen_US
dc.description.versionAuthor's Originalen_US
dc.relation.journalJMR, Journal of Marketing Researchen_US
dash.depositing.authorNorton, Michael Irwin
dc.date.available2014-07-23T14:00:37Z
dc.identifier.doi10.1509/jmr.13.0432
dash.contributor.affiliatedNorton, Michael


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