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Abstract:This paper aims to contribute to a better understanding of cooperation in productive ventures, conceived of as collective action endeavours that require cooperation rather than mere coordination. It is argued that cooperative behaviour is grounded on three kinds of 'common goods', defined as goods that are shared and recognized as beneficial by the workers. These comprise common goals, relational satisfaction, and moral norms and values. The commonly held goods are associated with motives and behavioural rules which constitute both the reasons for cooperating and the means through which the dilemmatic nature of cooperation is overcome. It is further argued that the binding character of these rules is closely linked to humans' ability and opportunity to communicate. Normative guidelines relative to management practices and directions for future research are also derived.

Previous research has documented only a modest success rate for imposed sanctions. By contrast, the success rate is higher in cases that are settled at the threat stage. In this article, the authors provide new insights about the circumstances under which sanctions cause behavioral change only after being imposed. First, the target must initially underestimate the impact of sanctions, miscalculate the sender's determination to impose them, or wrongly believe that sanctions will be imposed and maintained whether it yields or not. Second, the target's misperceptions must be corrected after sanctions are imposed. A game-theoretical model with incomplete information is used to develop and clarify the argument.