The two most fundamental roles of a """"""""Center"""""""" are the coordination and integration of research projects and related activities into a more unified and cohesive programmatic effort;and the ongoing development of that programmatic effort toward important new research ideas and opportunities. The management and administrative core will provide the primary leadership and infrastructure resources to support our collective agenda of research on behavior change in health and saving. Most important to the management core is a focus on translating the research product of the NBER program on aging into practical institutional and policy interventions that can improve health and economic wellbeing at older ages. The management core will provide efficient centralized administrative support. The preparation of publications and program reports, the acquisition and management of research resources, the arrangement of Center meetings and conferences, the exchange of information among Center investigators and staff, the dissemination of findings, and the coordinating oversight of the various investigations are all conducted more efficiently through a centralized administrative process, under the supervision of the Center Director and leadership team. A closely related benefit of the management core is the provision of centralized data resource development and management services that can, in many cases, be applied to multiple research projects. A final motivation for the management core is the need for coordinated intellectual leadership, forward planning, and outreach. There is a value to stepping back from the individual projects, considering the """"""""big picture,"""""""" identifying important topics that are not part of the existing research plan, and directing resources to exploring these topics. The leadership team and advisory committee to the Center, through the selection and design of new pilot projects, as well as through the broader visioning for the Center, will assure the productive evolution of the Center's research agenda over the course of the program.

National Institute of Health (NIH)
National Institute on Aging (NIA)
Center Core Grants (P30)
Project #
Application #
Study Section
Special Emphasis Panel (ZAG1)
Project Start
Project End
Budget Start
Budget End
Support Year
Fiscal Year
Total Cost
Indirect Cost
National Bureau of Economic Research
United States
Zip Code
Turley, Patrick; Walters, Raymond K; Maghzian, Omeed et al. (2018) Multi-trait analysis of genome-wide association summary statistics using MTAG. Nat Genet 50:229-237
Beshears, John; Choi, James J; Laibson, David et al. (2017) Does front-loading taxation increase savings? Evidence from Roth 401(k) introductions. J Public Econ 151:84-95
Alsan, Marcella; Beshears, John; Armstrong, Wendy S et al. (2017) A commitment contract to achieve virologic suppression in poorly adherent patients with HIV/AIDS. AIDS 31:1765-1769
Beshears, John; Choi, James J; Laibson, David et al. (2017) Does Aggregated Returns Disclosure Increase Portfolio Risk Taking? Rev Financ Stud 30:1971-2005
Beshears, John; Choi, James J; Laibson, David I et al. (2016) Vaccination Rates are Associated With Functional Proximity But Not Base Proximity of Vaccination Clinics. Med Care 54:578-83
Rogers, Todd; Milkman, Katherine L (2016) Reminders Through Association. Psychol Sci 27:973-86
Beshears, John; Choi, James J; Hurwitz, Joshua et al. (2015) Liquidity in Retirement Savings Systems: An International Comparison. Am Econ Rev 105:420-425
Chow, Jeremy Y; Alsan, Marcella; Armstrong, Wendy et al. (2015) Risk factors for AIDS-defining illnesses among a population of poorly adherent people living with HIV/AIDS in Atlanta, Georgia. AIDS Care 27:844-8
Milkman, Katherine L; Minson, Julia A; Volpp, Kevin G M (2014) Holding the Hunger Games Hostage at the Gym: An Evaluation of Temptation Bundling. Manage Sci 60:283-299
Beshears, John; Choi, James J; Laibson, David et al. (2014) What Makes Annuitization More Appealing? J Public Econ 116:2-16

Showing the most recent 10 out of 18 publications