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David L. Dickinson

Appalachian State University, USA

I like the idea of having a one-stop shopping place for individuals interested in empirical research on labor economics topic areas. With this IZA World of Labor project, one can gain a quick understanding of the state of empirical research on a labor topic, and also gain an understanding of the important trade-offs necessary in assessing policy recommendations

IZA World of Labor role

Author

Current position

Professor, Department of Economics, Appalachian State University, USA

Research interest

Experimental and behavioral economics, labor economics, sleep and decisions

Website

http://bit.ly/Dickinson_ASUpage

Past positions

Invited Professor, GATE Research Group (Lyon, France), 2002, 2006; Assistant Professor of Economics and Management & Human Resources, Utah State University, 1999–2004

Qualifications

PhD Economics, University of Arizona, 1997

Selected publications

  • “An experimental examination of labor supply and work intensities.” Journal of Labor Economics 17:4 (1999): Part 1: 638–670.

  • “The carrot vs. the stick in work team motivation.” Experimental Economics 4:1 (2001): 107–124.

  • “Meat traceability: Are U.S. consumers willing to pay for it?” Journal of Agricultural and Resource Economics 27:2 (2002): 348–364 (with D. Von Bailey).

  • “The effects of one-night of sleep deprivation on known-risk and ambiguous-risk decisions.” Journal of Sleep Research 16:3 (2007): 245–252 (with B. McKenna, H. Orff, and S. P. A. Drummond).

  • “Does monitoring decrease work effort? The complementarity between agency and crowding-out theories.” Games and Economic Behavior 63:1 (2008): 56–76 (with M. C. Villeval).

article(s)

  • Alternative dispute resolution

    How different procedures might succeed in settling disputes

    David L. Dickinson, September 2014
    Alternative dispute resolution procedures such as arbitration and mediation are the most common methods for resolving wage, contract, and grievance disputes, but they lead to varying levels of success and acceptability of the outcome depending on their design. Some innovative procedures, not yet implemented in the real world, are predicted to improve on existing procedures in some ways. But controlled tests of several procedures show that the simple addition of a nonbinding stage prior to binding dispute resolution can produce the best results in terms of cost (monetary and “uncertainty” costs) and acceptability.
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