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The give-or-take-some dilemma: An empirical investigation of a hybrid social dilemma

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  • McCarter, Matthew W.
  • Budescu, David V.
  • Scheffran, Jürgen

Abstract

We describe and empirically investigate a hybrid social dilemma that merges give-some and take-some dilemmas by allowing individuals to choose to either give or to take resources from a shared resource pool. Study 1 finds that (a) group size increases the inequality among group members and the likelihood of creating the public good, while reducing the amount of wasted resources; (b) larger bonuses increase provision rates; and (c) asymmetry in the wealth distribution of the group members induces higher levels of inequality of the final outcomes. Following the logic of appropriateness, players with high (low) endowments were more likely to give toward (take from) the shared resource. Study 2 finds that the tendency of the players with high (low) endowments to give (take) is amplified as the difference between endowment levels increased, and the players' behavior is correlated with, and predictable from, independent judgments of what is perceived as appropriate.

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Bibliographic Info

Article provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.

Volume (Year): 116 (2011)
Issue (Month): 1 (September)
Pages: 83-95

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Handle: RePEc:eee:jobhdp:v:116:y:2011:i:1:p:83-95

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Web page: http://www.elsevier.com/locate/obhdp

Related research

Keywords: Environmental uncertainty Give-some dilemmas Hybrid social dilemmas Logic of appropriateness Social dilemmas Social uncertainty Take-some dilemmas;

References

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  1. Sniezek, Janet A. & May, Douglas R. & Sawyer, John E., 1990. "Social uncertainty and interdependence: A study of resource allocation decisions in groups," Organizational Behavior and Human Decision Processes, Elsevier, vol. 46(2), pages 155-180, August.
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Cited by:
  1. Fung, Jane M.Y. & Au, Wing-tung, 2014. "Effect of inequality on cooperation: Heterogeneity and hegemony in public goods dilemma," Organizational Behavior and Human Decision Processes, Elsevier, vol. 123(1), pages 9-22.

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