Collective Action, Rival Incentives, and the Emergence of Antisocial Norms

Kitts, James A.

doi:10.1177/000312240607100204

Cited by 64 publications

(55 citation statements)

References 50 publications

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“…But real world groups are often characterized by combinations of formal or "top down" sanctions and informal norms among peers, systems that can work together or in opposition (Homans 1961;Kitts 2006;Nee and Ingram 1998;Shibutani 1978). An important next step would be to extend the work here to address the joint effects of these two systems.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

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The Dynamics of Prosocial Leadership: Power and Influence in Collective Action Groups

Harrell

Simpson

2015

Social Forces

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prosocial-led groups as a whole are substantially more productive than proself-led groups. Indeed, as predicted, prosocial leaders were even more effective in maintaining large group contributions than the standard peer sanctioning system, where the ability to punish others is distributed equally among all group members. Importantly, these results suggest that prosocial leaders-but not proself leaders-are an effective solution to collective action problems. Therefore, I also address whether group members tend to select prosocials for leadership positions (Study 2a), and whether they are able to identify prosocials when all group members are able to compete for the leadership position by vying to be elected to the role (Study 2b). Results from these studies suggest that people prefer prosocials for the leader position, and that while group members do compete for leadership, both prosocial and proself individuals compete at similar rates, such that vi prosocials remain higher contributors than their proself counterparts. As a result, prosocials are particularly likely to be selected for leadership positions when group contributions are known. Study 2b also demonstrates that groups that hold democratic elections for leadership may induce more cooperative behavior in their members not only once the leader is installed, but even before leadership hierarchies emerge as a result of competition to be elected. Taken as a whole, the findings suggest that putting power and influence in the right hands solves collective action problems and promotes collective welfare. Leadership-specifically, democratically elected, prosocial leadershippromises an effective solution to collective action problems.vii

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Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

“…Moreover, groups are often characterized by multiple forms or sources of sanctions. For instance, in any given group, formal rewards and sanctions may be administered by a group leader, while informal rewards and sanctions (e.g., peer pressure or disapproval) flow between rank and file members (Kitts 2006;Shinada and Yamagishi 2007).…”

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confidence: 99%

The Dynamics of Prosocial Leadership: Power and Influence in Collective Action Groups

Harrell

Simpson

2015

Social Forces

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“…When an individual performs or does not perform a given behavior, reinforcement from group members can help establish behavioral patterns that are considered desirable within that particular social context [37]. Even if a behavior is considered harmful to the individual, it may be considered desirable if its performance benefits the group [38]; it is possible that playing through injury falls into this category of behavior. This type of seemingly pro-social, but individually costly norm is thought to be most stable in highly cohesive groups [39,40].…”

Section: Introductionmentioning

confidence: 99%

Social norms theory and concussion education

Kroshus¹,

Garnett²,

Baugh³

et al. 2015

Health Educ. Res.

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Secondary prevention of harm from sportrelated concussion is contingent on immediate removal from play post-injury. To-date, educational efforts to reduce the prevalent risk behavior of continued play while symptomatic have been largely ineffective. Social norms theory may hold promise as a foundation for more effective concussion education aimed at increasing concussion reporting. The primary objective of this study was to assess whether perceived team concussion reporting norms would be less supportive of an individual's safe concussion symptom reporting behavior than objective team norms. Participants were 328 male and female US collegiate athletes. Written surveys were completed in person during the spring of 2014. Among both male and female athletes, team concussion reporting norms were significantly misperceived, with athletes tending to think that they themselves have safer attitudes about concussion reporting than their teammates. Perceived norms were associated with symptom reporting intention, independent of the team's objective reporting norm. A social norms approach to concussion education, in which misperceived group norms are corrected and shifted in the direction of safety, is an important avenue for program development and evaluation research aimed at the secondary prevention of harm from concussion. Implications for the design of this type of educational programming are discussed.

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“…Recent work (Harrison and Carroll 2001a, 2002, 2006) has extended the model to allow that influence is not equal across members, but may vary in force according to the strength of interpersonal ties. Focusing on the dynamics of enculturation through dyadic influence and through turnover, the extended model disregards the pulls by management and decay.…”

Section: Modelmentioning

confidence: 99%

“…In an ambitious research program, Richard Harrison and Glenn Carroll (1991, 2001a, 2001b, 2002, 2006 have investigated the stability and convergence of organizational culture using an integrated model of organizational demography and socialization. Of course, effective socialization has implications for recruitment and turnover, while rates of recruitment and turnover surely affect the dynamics of socialization.…”

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confidence: 99%

Shape up or ship out: social networks, turnover, and organizational culture

Kitts

Trowbridge

2007

Comput Math Organiz Theor

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This paper considers a formal model of cultural transmission in organizations, examining the interplay of structured social influence and organizational demography. A set of focused and fine-grained computational experiments elucidates this model's assumptions, facilitates deeper explanations for some of its behavior, and explores the robustness and scope conditions of previously published conclusions. In doing so, this investigation highlights several important issues in the design and evaluation of computational experiments.Extensive research has documented the importance of organizational culture, but has made little progress in specifying the processes by which manifestations of organizational culture emerge and are maintained over time. A distinct research tradition in organizational demography has investigated recruitment and turnover, developing general models of the population dynamics of employees, managers, or other members of organizations. These ongoing dynamics of turnover make the maintenance of organizational culture problematic: When and how do cultures persist in organizations, even as the people who enact these cultures exit and are replaced by others? Addressing this question can provide some leverage for our limited understanding of the dynamics of organizational culture.

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Collective Action, Rival Incentives, and the Emergence of Antisocial Norms

Cited by 64 publications

References 50 publications

The Dynamics of Prosocial Leadership: Power and Influence in Collective Action Groups

The Dynamics of Prosocial Leadership: Power and Influence in Collective Action Groups

Social norms theory and concussion education

Shape up or ship out: social networks, turnover, and organizational culture

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