Effects of Ethnic Group Cultural Differences on Cooperative and Competitive Behavior On a Group Task

Cox, Taylor; Lobel, Sharon A.; McLeod, Poppy Lauretta

doi:10.5465/256391

Cited by 157 publications

(128 citation statements)

References 38 publications

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“…Following other researchers (Cox et al, 1991;Uejio & Wrightsman, 1967), we measured cooperative behaviour by counting the total number of cooperative choices in each game. Recall that in game III 13 and nine rounds were played in Experiments I and II, respectively.…”

Section: Subjects and Measuresmentioning

confidence: 99%

“…In this research tradition, mixed-motive games, such as the prisoner's dilemma (PD), have been extensively used to model competitive versus cooperative behaviour (Raiffa, 1982). The two-party version is the most widely used class of PD games (Cox, Lobel, & McLeod, 1991;Pruitt & Kimmel, 1977). This setup will be used in the present study, too.…”

Section: Introductionmentioning

confidence: 99%

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Locus of control and learning to cooperate in a prisoner's dilemma game

Boone

Brabander

Carree

et al. 2002

Personality and Individual Differences

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Boone et al. (Boone, C., De Brabander, B., & van Witteloostuijn, A. (1999a). Locus of control and strategic behaviour in a prisoner's dilemma game. Personality and Individual Differences, 27, 695-706;Boone, C., De Brabander, B., & van Witteloostuijn, A. (1999b). The impact of personality on behaviour in five Prisoner's Dilemma games, Journal of Economic Psychology, 20, showed that subjects with an internal locus of control were, on average, more cooperative in a prisoner's dilemma (PD) game than subjects with an external locus of control. They conjectured that this finding should not be interpreted as evidence for stable differences in cooperative behaviour between internals and externals. Specifically, they suggested that it is the capacity to adapt to different circumstances over time that distinguishes internals from externals. In the present study we want to investigate the validity of this proposition. We argue that in a PD setting individuals gradually learn to understand the subtle interplay between cooperation and selfinterest. Repetition and learning breed cooperation because people learn to understand that cooperation is instrumental in obtaining long-run profit. There is, however, good reason to believe that individuals differ as to the speed of learning to cooperate. We hypothesise that internals are more astute in learning to cooperate in a PD game because they are more endowed with the cognitive faculties necessary for quick learning than externals. Our empirical findings indeed reveal that externals play less cooperatively, on average, in the first part of a series of PD games. However, this difference gradually disappears. In fact, the experiment suggests that learning and repetition reduce the impact of individual differences. By way of appraisal, implications for further research are discussed. #

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Section: Subjects and Measuresmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Locus of control and learning to cooperate in a prisoner's dilemma game

Boone

Brabander

Carree

et al. 2002

Personality and Individual Differences

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“…This particular measurement of ethnic identity differs from previously used methods (e.g. Cox, et al, 1991; where one particular variable such as race or nationality was taken as equal to ethnicity. Since ethnic identity is believed to be a multifaceted phenomenon (Campbell, 2000), it is beneficial to assess ethnic diversity in terms of different aspects (Hecht, 1993).…”

Section: Independent Variablesmentioning

confidence: 90%

“…From one side, it is claimed that culturally diverse teams offer diversity of values, resulting in effective group discussions that ultimately lead to enhanced group performance (Hofstede, 1984;McCarrey, 1988). Moreover, cultural diversity of groups leads to more cooperative choices (Cox et al, 1991) and better performance in comparison with homogeneous groups in identifying perspectives of the problems and generating solution alternatives (Watson et al, 1993). The voices from the other side of the argument, however, are louder and supported by more empirical evidence.…”

Section: Ethnic Diversity In Teamsmentioning

confidence: 97%

Ethnic and gender diversity, process and performance in groups of business students in Sweden

Umans

Collin

Tagesson

2008

Intercultural Education

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This paper investigates the complex interrelation between ethnic and gender diversity, process and performance in groups of business students. The paper is based on an empirical survey of business students working on a complex assignment in groups of two to five in a small Swedish university. The results indicate that gender diversity leads to positive group outcomes, while ethnic diversity appears to create negative group outcomes. Intervening process variables, such as group communication, conflict and effectiveness in problem solving were not found to be influenced by diversity, or to influence group outcomes. While the non-influence of intervening variables can probably be explained by methodological difficulties, the negative outcome for ethnic diversity indicates a need to help students better manage ethnic diversity in order to reap its benefits.3

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“…However, researchers have not been able to establish a definitive empirical link between diversity and performance in groups (Milliken & Martins, 1996), because investigations into the direct relationship between the two have produced variable results. Some existing studies have shown that diversity can produce negative effects on performance (e.g., Ancona & Caldwell, 1992), while other studies have demonstrated that diverse groups can outperform homogenous groups (e.g., Cunningham & Sagas, 2004;Cox, Lobel, & McLeod, 1991). Despite these mixed results in studies of diversity and performance, a number of management and diversity scholars have attempted to shed light on the importance of diversity in the workplace since the advantages of diversity far outweigh the disadvantages.…”

Section: Introductionmentioning

confidence: 99%

Trickling Down: How the upper echelon effect diversity within an organization

Lee¹

2018

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This paper integrated concepts from upper echelons, diversity, and signaling theories to examine how the attitude of top management team (TMT) on diversity influences organizational reputation and performance. Drawing from signaling theory, this conceptual paper explains how organizations' efforts on diversity signal the quality of the organization to the public. Then, the signal can give rise to promoting organizational reputation, which is a mediator for organizational performance.

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Effects of Ethnic Group Cultural Differences on Cooperative and Competitive Behavior On a Group Task

Cited by 157 publications

References 38 publications

Locus of control and learning to cooperate in a prisoner's dilemma game

Locus of control and learning to cooperate in a prisoner's dilemma game

Ethnic and gender diversity, process and performance in groups of business students in Sweden

Trickling Down: How the upper echelon effect diversity within an organization

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