The authors’ affiliations are, respectively, Department of Economics, UC Santa Barbara. 2127 North Hall, Santa Barbara, CA 93106, (805) 893 2412, E-mail: email@example.com; Haas School of Business, UC Berkeley, 2220 Piedmont Avenue, Berkeley, CA 94720, (510) 642 1697, E-mail: firstname.lastname@example.org. The Fairness Study Team at UC Berkeley collected the data and added many important ideas. We had a number of discussions with friends and acquaintances about their own misbehavior at work. We specifically thank Miriam Dornstein, Vicki Elliot, Seth Fragomen, Nicole Gerardi, Christopher Kutz, Phil Tetlock, and seminar participants at UCLA for fruitful discussions. In mentioning them here, we in no way mean to implicate them in specific acts of sabotage. Data and programs are available on request.
When Is Employee Retaliation Acceptable at Work? Evidence from Quasi-Experiments
Article first published online: 2 SEP 2010
© 2010 Regents of the University of California
Industrial Relations: A Journal of Economy and Society
Volume 49, Issue 4, pages 499–523, October 2010
How to Cite
CHARNESS, G. and LEVINE, D. I. (2010), When Is Employee Retaliation Acceptable at Work? Evidence from Quasi-Experiments. Industrial Relations: A Journal of Economy and Society, 49: 499–523. doi: 10.1111/j.1468-232X.2010.00614.x
- Issue published online: 2 SEP 2010
- Article first published online: 2 SEP 2010
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