Author Abstract
In standard economic theory, information helps agents optimize. But providing agents with information about the benefits of an action often fails to encourage that action. This paper proposes a far-reaching behavioral explanation: information may make salient that the benefits of taking an action could be improved and agents may see the potential for improvement as a reason to avoid the action. In an experiment, making more salient how a donation could be improved significantly decreases giving. Self-serving motives dramatically magnify the effect, suggesting why information may be particularly ineffective at encouraging privately costly actions with social or future benefits.
Paper Information
- Full Working Paper Text
- Working Paper Publication Date: August 2017
- HBS Working Paper Number: HBS Working Paper #18-017
- Faculty Unit(s): Negotiation, Organizations & Markets