Do people who care about others cooperate more? Experimental evidence from relative incentive pay

Pablo Hernandez-Lagos; Dylan Minor; Dana Sisak

doi:10.1007/s10683-017-9512-9

Do people who care about others cooperate more? Experimental evidence from relative incentive pay

Pablo Hernandez-Lagos, Dylan Minor, Dana Sisak

Research output: Contribution to journal › Article › peer-review

Abstract

We experimentally study ways in which social preferences affect individual and group performance under indefinitely repeated relative incentives. We also identify the mediating role that communication and leadership play in generating these effects. We find other-regarding individuals tend to depress efforts by 15% on average. However, selfish individuals are nearly three times more likely to lead players to coordinate on minimal efforts when communication is possible. Hence, the other-regarding composition of a group has complex consequences for organizational performance.

Original language	English (US)
Pages (from-to)	809-835
Number of pages	27
Journal	Experimental Economics
Volume	20
Issue number	4
DOIs	https://doi.org/10.1007/s10683-017-9512-9
State	Published - Dec 1 2017

Keywords

Cooperation
Leadership
Relative performance
Social preferences

ASJC Scopus subject areas

Economics, Econometrics and Finance (miscellaneous)

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10.1007/s10683-017-9512-9

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abstract = "We experimentally study ways in which social preferences affect individual and group performance under indefinitely repeated relative incentives. We also identify the mediating role that communication and leadership play in generating these effects. We find other-regarding individuals tend to depress efforts by 15% on average. However, selfish individuals are nearly three times more likely to lead players to coordinate on minimal efforts when communication is possible. Hence, the other-regarding composition of a group has complex consequences for organizational performance.",

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AB - We experimentally study ways in which social preferences affect individual and group performance under indefinitely repeated relative incentives. We also identify the mediating role that communication and leadership play in generating these effects. We find other-regarding individuals tend to depress efforts by 15% on average. However, selfish individuals are nearly three times more likely to lead players to coordinate on minimal efforts when communication is possible. Hence, the other-regarding composition of a group has complex consequences for organizational performance.

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Do people who care about others cooperate more? Experimental evidence from relative incentive pay

Abstract

Keywords

ASJC Scopus subject areas

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