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Using administrative, longitudinal data on felony arrests in Florida, we exploit the discontinuous increase in the punitiveness of criminal sanctions at 18 to estimate the deterrence effect of incarceration. Our analysis suggests a 2% decline in the log-odds of offending at 18, with standard errors ruling out declines of 11% or more. We interpret these magnitudes using a stochastic dynamic extension of Becker’s (1968) model of criminal behavior. Calibrating the model to match key empirical moments, we conclude that deterrence elasticities with respect to sentence lengths are no more negative than − 0 . 13 for young offenders.

The previous literature finds evidence from birth dates of CEOs that the relative-age effect continually influences their career success. The authors look at a significantly larger collection of CEOs and more exact information on school cut-off dates to reexamine the relative-age effect.

The relative-age effect suggests that older individuals within a cohort are more successful. This study investigates if the relative-age effect exists for CEOs in the S&P 1500 by analyzing the distribution of their relative age. The authors utilize an identification strategy that allows to calculate a CEO's relative age in months and enables to resolve known identification problems.

The authors find no support for the existence of the relative-age effect for CEOs either by season of birth or relative age in months. On the whole, the distribution of CEO birth dates is similar to the US population. Additionally, the authors find no evidence of a relative-age effect on firm performance.

Contrary to previous findings, there appears to be no relative-age cohort effect for CEOs of major corporations.

Research shows that CEO characteristics shape firm strategy that in turn affects firm performance. Despite previous work that suggests a relative-age effect, the authors provide a more comprehensive data set and better measurement of relative-age within a cohort. The authors find that the relative-age effect does not continue throughout a CEO's career, and therefore, birth dates are not a characteristic that influences firm strategy and performance.

Past research on how to compose a team is ambiguous, especially with respect to diversity dimensions. The authors argue that previous inconsistencies in results have arisen for two main reasons. First, there is a lack of clarity about the concept of age diversity, as age separation, age variety and age disparity are frequently used synonymously, but capture very different aspects of diversity. Second, in many research settings, age and tenure diversity have been intertwined. When staffing teams, many staff managers ask for staffing advise concerning staff diversity in order to enhance efficiency. This staffing problem is mainly a question how homogeneous and heterogeneous teams should be composed. In this paper, the authors capture both – age and tenure diversity – as well as their interaction and argue that age separation and tenure variety are most likely to affect team performance in a routine task. The paper aims to discuss these issues.

The authors are testing the hypothesis using rich quantitative field data from a steel company.

The results show that age separation decreases performance while tenure variety increases performance. Moreover, the beneficial effects of tenure variety cannot arise when age separation is too large.

The authors show that diversity research is very sensitive to the operationalization of diversity.

Managers can benefit from the study by learning how to optimally staff teams: while age diversity should be low, tenure diversity can be high.

Due to the unique data set, the authors can separate the influence of tenure and age diversity.

This paper aims to examine the effects of age on counteractive team meeting behaviors (e.g. complaining). Forgiveness is included as a potential buffer against these behaviors. A multilevel model is developed to test individual and team level age effects.

A total of 313 employees nested in 54 teams completed a forgiveness questionnaire and were videotaped during regular team meetings.

Multilevel modeling revealed that both individual age and average team age predicted counteractive team meeting behavior. Team level age diversity was linked to decreased counteractive behavior. Forgiveness moderated the negative link between individual age (but not team average age) and counteractive behavior.

This is the first study examining age effects in the context of counteractive meeting behavior. Although the authors' findings need to be substantiated in further research, they show that older team members engage in significantly more counteractive communication – forgiveness can help alleviate this effect.

Teams with older team members should be sensitized to avoid counteractive behavior. Moreover, team composition should target high age diversity. Managerial interventions should also aim to facilitate forgiveness in the work environment, especially among older team members.

Research on dysfunctional team meeting behavior is sparse, and the role of age effects has not been examined in this context. The authors identify a significant link between age and counteractive meeting behavior. This multilevel model shows differential effects of individual age, team average age, and age diversity on counteractive communication. Furthermore, a buffer against these dysfunctional behaviors is identified: forgiveness.

Although there is a small body of empirical research on the working lives of managers, both the popular media and the academic literature tend to ignore the distinct ways that role identities such as age and gender intersect to create a complex work–life interface for diverse managers. This gap is especially surprising considering that managerial roles are defined by unique demands and expectations that likely intersect with the differential life course shifts experienced by men and women, which has the potential to create specific challenges across the work and life domains of managers. The current study aims to address this gap through an intersectional examination of the non-linear effects of age and gender on the work–life balance of managers.

Using a sample of 421 managers, the authors apply statistical tests of the incremental validity of non-linear interaction terms to examine the complex relationship between age, gender and work–life balance.

Results support a non-linear U-shaped main effect of age on leader work–life balance. This effect is moderated by gender, however, with a non-linear U-shaped effect of age on work–life balance being supported for male managers – with female managers displaying no effect of age on work–life balance.

Based on these findings, the authors highlight the need for increased availability of flexible schedules and employee empowerment for managers as well as general employees.

The current study offers one of the first tests of the intersection of age and gender on the work–family interface of managers.

The purpose of this study is to investigate whether and how inter-firm cooperation and firm age moderate the relationship between family ownership and productivity.

We first estimate the total factor productivity (TFP) of a large sample of Italian firms observed over the period 2010–2018 and then apply a Poisson random effects model.

TFP is, on average, higher for non-family firms (non-FFs) than for FF. Furthermore, inter-organizational cooperation and firm age mitigate the negative effect of family ownership. In detail, it is found that belonging to a network acts as a moderator in different ways according to firm age. Indeed, young FFs underperform non-FF peers, although the TFP gap decreases with age. In contrast, the benefits of a formal network are high for older FFs, suggesting that an age-related learning process is at work.

The study provides evidence that FFs can outperform non-FFs when they move away from Socio-Emotional Wealth-centered reference points and exploit knowledge flows arising from high levels of social capital. In the case of mature FFs, networking is a driver of TFP, allowing them to acquire external resources. Since FFs often do not have sufficient in-house knowledge and resources, they must be aware of the value of business cooperation. While preserving the familiar identity of small companies, networks grant FFs the competitive and scale advantages of being large.

Despite the wide but ambiguous body of research on the performance gap between FFs and non-FFs, little is known about the role of FFs’ heterogeneity. This study has proven successful in detecting age as a factor in heterogeneity, specifically to explain the network effect on the link between ownership and TFP. Based on a representative sample, the study provides a solid framework for FFs, policymakers and academic research on family-owned companies.

This paper assesses how retirement – defined as permanent labor force non-participation in a man’s mature years – affects psychological welfare. The raw correlation between retirement and well-being is negative. But this does not imply causation. In particular, people with idiosyncratically low well-being, or people facing transitory shocks which adversely affect well-being might disproportionately select into retirement. Discontinuous retirement incentives in the Social Security System, and changes in laws affecting mandatory retirement and Social Security benefits allows the exogenous effect of retirement on happiness to be estimated. The paper finds that the direct effect of retirement on well-being is positive once the fact that retirement and well-being are simultaneously determined is accounted for.

This chapter aims to provide nuance into the issue of generational cohort differences at work by focusing on the role of contextual moderator variables. Theory and hypotheses derived from the research on generational differences, psychological contracts, and work values are contrasted to a countervailing set of hypotheses derived from theory and research on the confluence of age and Person-Environment (P-E) fit. Complex patterns of interactive effects are posited for both alternatives. The results favored a generational hypothesis regarding the positively valenced construct of job satisfaction but an age-based hypothesis for the negatively valenced construct of turnover intentions. Results are tested using a subset from a large and nationally representative sample of adults from the US workforce (n = 476). Results offer mixed support for both age and generational cohorts, qualified by the specific type of outcome at hand.

Over the past two decades, a large body of research has examined the effect of the awareness of the inevitability of death on consumption behaviours. However, the literature has shed little light on the effect of mortality salience (MS) on elderly individuals. The present research specifically aims to challenge the effect of MS on status consumption among elderly individuals.

Two experiments were conducted among individuals over 50. The experiments manipulated MS to test its effect on status consumption.

The results demonstrate that MS positively influences the preference for status products among elderly individuals (experiment 1) and that this effect is less pronounced as elderly individuals age (experiment 2). Subjective age bias, defined as the potential gap between chronological age and subjective age, negatively moderates this effect (experiment 2).

Luxury marketers need to pay attention to generational cohorts rather than other demographic variables in the segmentation of their market. Moreover, subjective age may be a better segmentation variable for marketers than objective variables such as chronological age.

This research provides insights that support a better understanding of status consumption among elderly individuals and the role of subjective ageing in this process.