The sophistication of conditional cooperators: Evidence from public goods games

Fallucchi, Francesco; Luccasen, R. Andrew; Turocy, Theodore L.

doi:10.1016/j.geb.2022.07.004

Cited by 2 publications

(1 citation statement)

References 39 publications

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“…In fact, the results suggest that all-remote teams might be even more productive than all-office teams for mundane work settings where effort costs are more likely to matter as the 7 Without this control it would be difficult to disentangle the primary cause of any observed reductions in effort -is it due to beliefs that the partners will free-ride given the incentives to do so or due to beliefs that the partners are working less due to their work location? Of course, there is empirical evidence which suggests that individuals do not fully exploit the opportunities for free riding in teams, e.g., Dickinson and Isaac (1998).Other studies also find that individuals are conditionally cooperative -as long as workers believe their teammates are contributing, they will also continue to contribute (Fischbacher et al, 2001;Croson et al, 2005;Fallucchi et al, 2018), but to be as careful as possible it was necessary to eliminate free-riding as a potential confound.…”

Section: Introductionmentioning

confidence: 99%

Remote work and team productivity

Dutcher,

Saral

2023

AEA Randomized Controlled Trials

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Remote work policies remain controversial mainly because of productivity concerns. The existing literature highlights how the remote setting affects individual productivity yet little is known about how the remote setting affects work in teams -where productivity losses are potentially higher given the additional role of beliefs over partner productivity. Our study closes this gap by examining the effort of individuals randomly assigned to work in either a remote or office setting with partners who are remote and office based. We find that remote workers contribute more effort to the team than office workers, with no differences based on the location of their partners. Office workers incorrectly believe their remote teammates' contributions will be lower and respond by contributing less effort to the team when paired with remote partners versus office partners. Hence, productivity issues in remote teams are driven by the biased beliefs of office workers rather than true productivity differences, which suggests that managerial policies should focus on correcting these incorrect beliefs rather than limiting remote work.

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Section: Introductionmentioning

confidence: 99%

Remote work and team productivity

Dutcher,

Saral

2023

AEA Randomized Controlled Trials

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Toward a third-generation rational choice theory: the multiple player approach to collective action problems

Brandt,

Poulsen,

Svendsen

2024

Mind Soc

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This paper aims to contribute to the development of a “third-generation” rational choice theory by introducing a Multiple Player Approach for analysing collective action problems. Drawing on the foundational first and second generation works of Olson (The logic of collective action, Cambridge University Press, Cambridge, 1965) and Ostrom (Scand Polit Stud 23(1):3–16), we introduce five player types that we believe capture essential empirical features of many real world collective action problems: Blind Riders, Tough Riders, Hard Riders, Easy Riders, and Low Riders. We consider the complex interaction and dynamics that unfold among them. The main novelty of the analysis is to draw attention to the need for active societal support to effectively empower and reward hard riders for resolving collective action problems, particularly when facing external shocks such as the Covid-19 pandemic, Brexit, and financial crises.

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The sophistication of conditional cooperators: Evidence from public goods games

Cited by 2 publications

References 39 publications

Remote work and team productivity

Remote work and team productivity

Toward a third-generation rational choice theory: the multiple player approach to collective action problems

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