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Favoritism and cooperation

Author

Listed:
  • Johanna Mollerstrom

    (George Mason University
    Research Institute for Industrial Economics (IFN))

Abstract

In a series of laboratory experiments, two types of players were created randomly. Participants of one type were selected for a group based on performance on a task, whereas participants of the other type were selected automatically without prerequisite. In the main experiment, such favoritism induced a decline in cooperation, measured as contributions in pairwise public goods games, compared to when all participants were treated equally. The reduction in cooperation was observed both for those participants who did not benefit from the favoritism and for those who did, and regardless of whether a player was matched with someone who was favored or not. In extensions of the original experiment, the main results were replicated. Furthermore, the negative effect on cooperation was shown to exist also continue when a rationale was given for the use of favoritism, but to be turned off when selection was random instead of performance-based.

Suggested Citation

  • Johanna Mollerstrom, 2022. "Favoritism and cooperation," Public Choice, Springer, vol. 191(3), pages 293-307, June.
    • Handle: RePEc:kap:pubcho:v:191:y:2022:i:3:d:10.1007_s11127-019-00716-1
    DOI: 10.1007/s11127-019-00716-1
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    More about this item

    Keywords

    Favoritism; Nepotism; Discrimination; Experiment; Cooperation; Public goods; Public choice;
    All these keywords.

    JEL classification:

    • C90 - Mathematical and Quantitative Methods - - Design of Experiments - - - General
    • C91 - Mathematical and Quantitative Methods - - Design of Experiments - - - Laboratory, Individual Behavior
    • D73 - Microeconomics - - Analysis of Collective Decision-Making - - - Bureaucracy; Administrative Processes in Public Organizations; Corruption
    • H41 - Public Economics - - Publicly Provided Goods - - - Public Goods
    • J71 - Labor and Demographic Economics - - Labor Discrimination - - - Hiring and Firing

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