Centrality and cooperation in networks

Leeuwen, Boris van; Ramalingam, Abhijit; Arjona, David Rojo; Schram, Arthur

doi:10.1007/s10683-018-9592-1

Cited by 16 publications

(6 citation statements)

References 45 publications

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“…followers do not exhibit conditional cooperation or positive reciprocity. Similarly, Van Leeuwen et al (2018) reported that followers/workers contributed less than their managers. Conversely, our findings lend support to other studies which find that leaders earned significantly more than workers (Van der Heijden et al, 2009).…”

Section: Discussionmentioning

confidence: 99%

“…In other studies, workers appear to anticipate the prospect of managerial loafing. Van Leeuwen et al (2018) found that affording managers total discretion over the division of team output created apprehension among workers of potential managerial opportunism, which would contravene their sense of distributive justice (Aquino et al, 1992), thereby resulting in decreased worker contributions.…”

Section: Related Literaturementioning

confidence: 99%

“…Falk & Kosfeld, 2006;Harrell & Simpson, 2015) or -outputs (e.g. Wit & Wilke, 1988;Van der Heijden et al, 2009;Drouvelis et al, 2017;Van Leeuwen et al, 2018). Accordingly, prior experimental designs do not necessarily reflect real-world hierarchical settings where managers are often entrusted with discretionary powers over both inputs and outputs in an effort to boost team output.…”

Section: Introductionmentioning

confidence: 99%

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Discretionary mechanisms and cooperation in hierarchies: An experimental study

Billinger

Rosenbaum

2019

Journal of Economic Psychology

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Discretionary mechanisms and cooperation in hierarchies: An experimental studyThis paper experimentally investigates the effects of managerial discretion over organizational inputs andoutputs on cooperation levels in a novel hierarchical public goods game. We observe treatment differences suggesting that while the introduction of hierarchy improves contribution levels vis-à-vis a baseline without hierarchy, certain combinations of discretionary contribution (the extent to which managers can contribute) and discretionary rewards (the type of share accruing to the manager) are significantly more efficacious than others. We further detect evidence in certain treatments of managers engaging in "strategic luring" i.e. nudging workers into contributing more by sacrificing their own returns in early rounds, only to expropriate the value of the public good in later stages of the game. Discretionary mechanisms may thereby constrain the scope of managerial opportunism.

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Section: Discussionmentioning

confidence: 99%

Section: Related Literaturementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Discretionary mechanisms and cooperation in hierarchies: An experimental study

Billinger

Rosenbaum

2019

Journal of Economic Psychology

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“…Local leaders are better able to coordinate collective action in communities in which formal and social institutions overlap, and where local leaders are typically embedded in the local communities over which they exert social influence (Tsai 2007;Wilfahrt 2018). Others suggest that leaders´ relative position in the social hierarchy explain their ability to coordinate and mobilize individuals to contribute to public goods (Baldassarri and Grossman 2011;Díaz-Cayeros et al 2014;Wilfahrt 2018), and that those leaders who hold central positions within the community -often measure through family networks -are most effective community mobilizers (Cruz 2019;Cruz et al 2017;van Leeuwen et al 2019). A recent field experiment conducted in ethnically homogeneous villages in Ghana finds no evidence that community members donate more when they are more closely connected to the local leader (Atwell and Nathan 2021).…”

Section: Authorities Social Influence and Compliancementioning

confidence: 99%

Authority and Participation: The Role of Leader Type, Shared Identity, and Community Influence on Campaign Participation in Zambia

Jöst

2022

Preprint

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Why are some leaders more effective in mobilizing citizens than others? We draw on original survey data and a survey experiment conducted in the run-up to the 2021 Zambian elections to answer this question. The experiment varies the type of authority and the type of activity, as well as whether participation is monitored. The surveys also gathered information on the respondents’ shared identity traits with the leader and their perceptions of the leader’s social influence over (1) the scope of the individual’s life, and (2) the members of the community. This allows us to explore the extent to which it is the leader type or the nature of the relationships between leaders and citizens that drive compliance. We find that leader influence is associated with reported willingness to participate, and leader sanctioning and legitimacy are likely mechanisms. Leader type and identity have no influence on the respondents’ willingness to participate.

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“…Third, our paper is related to the experimental literature about human interaction on social networks. This literature analyzes several ways in which people can interact on networks, from cooperation and public good provision on networks (van Leeuwen et al, 2019;van Leeuwen et al, 2020) to the acquisition and spread of information in networks (Centola, 2010;Goyal et al, 2017). However, there are hardly any human-subject experiments on fake news or disinformation.…”

Section: Introductionmentioning

confidence: 99%

Fake News in Social Networks

Aymanns¹,

Foerster²,

Georg³

2022

Preprint

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We propose multi-agent reinforcement learning as a new method for modeling fake news in social networks. This method allows us to model human behavior in social networks both in unaccustomed populations and in populations that have adapted to the presence of fake news. In particular the latter is challenging for existing methods. We find that a fake-news attack is more effective if it targets highly connected people and people with weaker private information. Attacks are more effective when the disinformation is spread across several agents than when the disinformation is concentrated with more intensity on fewer agents. Furthermore, fake news spread less well in balanced networks than in clustered networks. We test a part of these findings in a human-subject experiment. The experimental evidence provides support for the predictions from the model. This suggests that our model is suitable to analyze the spread of fake news in social networks.

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Centrality and cooperation in networks

Cited by 16 publications

References 45 publications

Discretionary mechanisms and cooperation in hierarchies: An experimental study

Discretionary mechanisms and cooperation in hierarchies: An experimental study

Authority and Participation: The Role of Leader Type, Shared Identity, and Community Influence on Campaign Participation in Zambia

Fake News in Social Networks

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