Getting the Most out of Giving: Pursuing Concretely-Framed Prosocial Goals Maximizes Happiness
Melanie Rudd,
Jennifer Aaker and
Michael I. Norton
Additional contact information
Melanie Rudd: Stanford University
Jennifer Aaker: Stanford University
Michael I. Norton: Harvard University
Research Papers from Stanford University, Graduate School of Business
Abstract:
Across six field and laboratory experiments, participants given a concretely-framed prosocial goal (e.g., making someone smile, increasing recycling) felt happier after performing a goal-directed act of kindness than did those who were assigned a functionally similar, but more abstractly-framed, prosocial goal (e.g., making someone happy, saving the environment). This effect was driven by differences in the size of the gap between participants' expectations and reality: Compared to those assigned to pursue an abstractly-framed prosocial goal, those assigned to pursue a concretely-framed goal perceived that the actual outcome of their goal-directed efforts more accurately matched their expectations, causing them to experience a greater boost in personal happiness. Further, participants were unable to predict this effect, believing that pursuing abstractly-framed prosocial goals would have either an equal or greater positive impact on their own happiness.
Date: 2013-04
New Economics Papers: this item is included in nep-exp and nep-hap
References: View references in EconPapers View complete reference list from CitEc
Citations:
Downloads: (external link)
https://gsbapps.stanford.edu/researchpapers/library/RP2129.pdf
Our link check indicates that this URL is bad, the error code is: 400 Bad Request (https://gsbapps.stanford.edu/researchpapers/library/RP2129.pdf [302 Found]--> https://login.stanford.edu/idp/profile/SAML2/Redirect/SSO?SAMLRequest=fZLNboMwEIRfBfke7DpKCVZAosmhkdIGBdpDL5UBEywZm3pNf96%2BEFI1uUTa285%2BuzPaFfBWdSzpXaMP4qMX4LzvVmlgp0aEequZ4SCBad4KYK5kWfK0Y9QnrLPGmdIo5CUAwjpp9Npo6FthM2E%2FZSleDrsINc51wDA%2BQsG7DnxwXNfGVr6oepw1siiMEq7xAQwe2RSn%2ByxH3mY4Rmo%2BYv8hyhylvkbIqsPDKbVU4jx%2FEJW0onQ4y%2FbI224i9E4CQutiTki4DIs5X9yVhBdhUBfhMghpVQ8ygF5s9Yh2EaKE3s8IHSonAaMhWyzekJeeHT9IXUl9vB1PMYmAPeZ5Ops8vQoLJz%2BDAMWrMWR2WmwvYr%2BN5X9Zo%2Fhmsit8QZ9Wdex5wG03qVGy%2FPESpczX2gruRITuEI6nket3iH8B&RelayState=ss%3Amem%3Ab9d429f5365ca1a459c81c72462809f9016e24d2772d7c0c2cde6092af65c4c5)
Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.
Export reference: BibTeX
RIS (EndNote, ProCite, RefMan)
HTML/Text
Persistent link: https://EconPapers.repec.org/RePEc:ecl:stabus:2129
Access Statistics for this paper
More papers in Research Papers from Stanford University, Graduate School of Business Contact information at EDIRC.
Bibliographic data for series maintained by ().