1972
DOI: 10.1016/s0065-2601(08)60025-8
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Social Norms, Feelings, and Other Factors Affecting Helping and Altruism

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Cited by 312 publications
(278 citation statements)
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References 35 publications
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“…Research on prosocial behavior has a rich history in psychology and has focused mainly on identifying situational factors that promote helpful behavior (Batson, 1998;Penner, Dovidio, Piliavin, & Schroeder, 2005). Impressively, decades of work have uncovered many such help-promoting factors, including social norms, rewards, empathy, mood, and number of bystanders (Berkowitz, 1972;Cialdini et al, 1987;Latane & Darley, 1970;Schaller & Cialdini, 1990). However, psychological models of helping have only more recently begun to address the questions of why and how factors such as empathy became so relevant in eliciting prosocial behavior (MacAndrew, 2002;Van Vugt & Van Lange, 2006).…”
Section: Evolution Of Prosocial Behaviormentioning
confidence: 99%
“…Research on prosocial behavior has a rich history in psychology and has focused mainly on identifying situational factors that promote helpful behavior (Batson, 1998;Penner, Dovidio, Piliavin, & Schroeder, 2005). Impressively, decades of work have uncovered many such help-promoting factors, including social norms, rewards, empathy, mood, and number of bystanders (Berkowitz, 1972;Cialdini et al, 1987;Latane & Darley, 1970;Schaller & Cialdini, 1990). However, psychological models of helping have only more recently begun to address the questions of why and how factors such as empathy became so relevant in eliciting prosocial behavior (MacAndrew, 2002;Van Vugt & Van Lange, 2006).…”
Section: Evolution Of Prosocial Behaviormentioning
confidence: 99%
“…5 For example, see Fehr et al (1998), Fehr andGaechter (2000) and Gneezy (2004). 6 See Sherif (1935), Asch (1956), Milgram, Bickman, andBerkowitz (1969), Zimbardo (1969), Berkowitz (1972), Krauss, Freedman, and Whitcup (1978), and…”
Section: Related Work On Norms and Focusingmentioning
confidence: 99%
“…Several authors have developed models of political influence where influence behavior affects outcomes primarily through affect Villanova & Bernardin, 1989;Wayne & Ferris, 1990). The effect of affect or liking on personnel/human resource management outcomes is consistent with social psychological explanations of behavior, as positive affect has been shown to increase benevolence and generosity toward others (Berkowitz, 1972;Isen, 1970;lsen & Levin, 1972). If influence behaviors only affect outcomes through their effect on liking, attempts by individuals to promote themselves would only be effective in obtaining these outcomes if liking increased.…”
Section: Theoretical Underpinningsmentioning
confidence: 87%