Author Abstract
We experimentally study ways in which the social preferences of individuals and groups affect performance when faced with relative incentives. We also identify the mediating role that communication and leadership play in generating these effects. We find other-regarding workers tend to depress efforts by 15% on average. However, selfish workers are nearly three times more likely to lead workers to coordinate on minimal efforts when communication is possible. Hence, the other-regarding composition of a team of workers has complex consequences for organizational performance.
Paper Information
- Full Working Paper Text
- Working Paper Publication Date: October 2015
- HBS Working Paper Number: 16-040
- Faculty Unit(s): Strategy