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dc.contributor.authorKopelman, Shirli
dc.date.accessioned2007-02-14T18:11:15Z
dc.date.available2007-02-14T18:11:15Z
dc.date.issued2006-09
dc.identifier1066en
dc.identifier.urihttps://hdl.handle.net/2027.42/49422
dc.description.abstractThis chapter suggests that it is important to incorporate the concept of culture into both the theoretical frameworks and the empirical research on cooperation in social dilemmas. It proposes a broader interpretation of the appropriateness framework (March, 1994) in decision making in social dilemmas (Messick, 1999; Weber, Kopelman, and Messick, 2004) that includes group culture. It does not diminish the contribution of the appropriateness framework that teases apart the identity from recognition of the situation and the relevant rules, but rather offers a model that also encompasses group culture as a distinct fourth construct. Thus, when faced with the choice to cooperate or defect, rather than being guided strictly by rational choice or expected utility models, a decision-maker may be best guided by the question: “what does a person like me do in a situation like this given this group culture?”en
dc.format.extent95063 bytes
dc.format.mimetypeapplication/pdf
dc.subjectSocial Dilemmas, Tragedy of the Commons, Culture, Decision-Making, Cooperationen
dc.subject.classificationManagement and Organizations (starting Spring 2004)en
dc.titleThe Herdsman and the Sheep, Mouton, or Kivsa? The Influence of Group Culture on Cooperation in Social Dilemmasen
dc.typeWorking Paperen_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.contributor.affiliationumRoss School of Businessen
dc.contributor.affiliationumcampusAnn Arbor
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/49422/1/1066-Kopelman.pdfen_US
dc.owningcollnameBusiness, Stephen M. Ross School of - Working Papers Series


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