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In: Praeger special studies
In: Praeger scientific
In: Readings from Scientific American
In: Behavioral science, Band 12, Heft 1, S. 33-48
In: Behavioral science, Band 9, Heft 4, S. 378-382
Contents -- Contributors -- Preface -- Introduction. Behavioral Research into Business Ethics / David M. Messick and Ann E. Tenbrunsel -- Part I. Social and Organizational Processes -- Chapter 1. How Organizations Socialize Individuals into Evildoing / John M. Darley -- Chapter 2. Social Influence and the Triple Tumor Structure of Organizational Dishonesty / Robert B. Cialdini -- Chapter 3. Ethical Cognition and the Framing of Organizational Dilemmas: Decision Makers as Intuitive Lawyers / Roderick M. Kramer and David M. Messick
A collection of 14 studies emphasizing the social dimensions of negotiation as a means of reducing the domination of the field by cognitive approaches. Among the topics are an information-processing perspective on the social context in negotiation, social factors that make freedom unattractive and more
In: Administrative science quarterly: ASQ, Band 44, Heft 4, S. 684-707
ISSN: 1930-3815
Three studies are used to examine how surveillance and sanctioning systems affect cooperative behavior in dilemma situations. The first two studies demonstrate that a weak sanctioning system results in less cooperation than no sanctioning system; furthermore, results from the second study suggest that sanctions affect the type of decision people perceive they are making, prompting them to see it as a business rather than an ethical decision. The results from these studies are used to develop a theoretical model that postulates that the relationship between sanctions and cooperation is due to both a signaling effect, in which sanctions influence the type of decision that is perceived to be made, and a processing effect, in which the decision processing, including whether or not the strength of the sanction is considered, depends on the decision frame evoked. A third study provides support for the processing-effect hypothesis.
In: Administrative science quarterly: ASQ ; dedicated to advancing the understanding of administration through empirical investigation and theoretical analysis, Band 44, Heft 4, S. 684
ISSN: 0001-8392
In: Administrative science quarterly: ASQ ; dedicated to advancing the understanding of administration through empirical investigation and theoretical analysis, Band 44, Heft 4, S. 684-707
ISSN: 0001-8392
In: The Journal of social psychology, Band 121, Heft 1, S. 23-29
ISSN: 1940-1183
In: Behavioral science, Band 21, Heft 2, S. 86-100
In: Power and Influence in Organizations, S. 181-202
In: Behavioral science, Band 12, Heft 6, S. 474-479
In: Springer eBook Collection
Social dilemmas are situations in which individuals, groups or nations face a choice between their own short-term interests and the longer-term interests of all parties involved, including themselves. As a consequence, in the end they all regret the way they have acted. Examples of social dilemmas are easy to find: depletion of vital resources, arms races, over-production of hazardous substances and environmental pollutants, information hoarding, and the failure to provide and maintain public goods. Understanding the dynamics of social dilemmas constitutes a major challenge. One prominent feature that distinguishes this book is the focus on computer simulations as a methodology for the exploration of the dynamic interplay of individual level processes and aggregate outcomes