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dc.contributor.authorOsman, Men_US
dc.contributor.authorFenton, Nen_US
dc.contributor.authorPilditch, Ten_US
dc.contributor.authorLagnado, Den_US
dc.contributor.authorNeil, Men_US
dc.date.accessioned2018-08-17T10:35:59Z
dc.date.available2018-04-24en_US
dc.date.issued2018-07-30en_US
dc.date.submitted2018-08-12T12:55:44.992Z
dc.identifier.issn0197-3533en_US
dc.identifier.urihttp://qmro.qmul.ac.uk/xmlui/handle/123456789/43545
dc.description.abstract© 2018, © 2018 Taylor & Francis. Social policy interventions, such as nudges (behavioral change techniques), have gained significant traction globally. But what do the public think? Does the type of expert proposing a nudge influence the kinds of evaluations the public make about nudges? Three experiments investigated this by presenting U.S. (N = 689) and U.K. (N = 978) samples with descriptions of nudges (genuine and fictitious) proposed by either scientists or the government. Overall, compared to opaque and fictitious nudges, transparent and genuine nudges were judged more ethical and plausible, and scientists proposing them were judged more trustworthy than a government working group. Also, trust in fictitious interventions proposed by scientists was higher than in genuine interventions proposed by a government working group.en_US
dc.relation.ispartofBasic and Applied Social Psychologyen_US
dc.rightsThis is a pre-copyedited, author-produced version of an article accepted for publication in Basic and Applied Social Psychology following peer review. The version of record is available https://www.tandfonline.com/doi/full/10.1080/01973533.2018.1469986
dc.titleWhom Do We Trust on Social Policy Interventions?en_US
dc.typeArticle
dc.rights.holderCopyright © 2018 Informa UK Limited
dc.identifier.doi10.1080/01973533.2018.1469986en_US
pubs.notesNot knownen_US
pubs.publication-statusPublisheden_US
dcterms.dateAccepted2018-04-24en_US
qmul.funderImproved Understanding of Causal Models in Dynamic Decision-making::Leverhulme Trusten_US
qmul.funderImproved Understanding of Causal Models in Dynamic Decision-making::Leverhulme Trusten_US


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