Why People Cooperate

Zusatztext "Summing up! Tom Tyler's book provides a very useful framework for defining and describing various types of cooperation! provides a compelling empirical analysis of instrumental and social motivations that underlie cooperative behavior! and draws out the implications of these findings for organizational design." ---Timothy R. Wojan! Journal of Regional Science Informationen zum Autor Tom R. Tyler Klappentext "In Why People Cooperate , Tyler demonstrates how a focus on fair procedures administered in an atmosphere of mutual trust can create groups that voluntarily function to produce effective problem solving efforts. Those concerned with productive functioning in groups, organizations, and societies will do well to attend to Tyler on the social motivations that lead to success in those settings." --John Darley, Princeton University " Why People Cooperate provides nothing less than a new direction for the social sciences. Tyler gathers a wide array of disparate phenomena--morality, emotions, norms, attitudes, legitimacy, self-esteem, and trust--under a single theoretical umbrella. The book provides convincing evidence that these phenomena can produce cooperative workers and citizens because they affect the innate human desire to associate in positive ways with each other." --Jeffrey J. Rachlinski, Cornell Law School "For decades, social science thinking has been dominated by the assumption that human behavior is primarily instrumental--that people's behaviors are determined by the rewards and punishments that result from their actions. Making a major and enormously important paradigmatic shift, Tyler argues instead that social motivations based in attitudes, values, identity, procedural justice, and motive-based trust are often a far more significant determinant of human behavior and a more effective and less costly tool for institutional design. This book is a must-read not only for academics looking for an alternative to the instrumental model of human behavior, but for any individual concerned with what is needed to make institutions and society work effectively." --Christopher Winship, Harvard University Zusammenfassung Any organization's success depends upon the voluntary cooperation of its members. But what motivates people to cooperate? In Why People Cooperate , Tom Tyler challenges the decades-old notion that individuals within groups are primarily motivated by their self-interest. Instead, he demonstrates that human behaviors are influenced by shared attitudes, values, and identities that reflect social connections rather than material interests. Tyler examines employee cooperation in work organizations, resident cooperation with legal authorities responsible for social order in neighborhoods, and citizen cooperation with governmental authorities in political communities. He demonstrates that the main factors for achieving cooperation are socially driven, rather than instrumentally based on incentives or sanctions. Because of this, social motivations are critical when authorities attempt to secure voluntary cooperation from group members. Tyler also explains that two related aspects of group practices--the use of fair procedures when exercising authority and the belief by group members that authorities are benevolent and sincere--are crucial to the development of the attitudes, values, and identities that underlie cooperation. With widespread implications for the management of organizations, community regulation, and governance, Why People Cooperate illustrates the vital role that voluntary cooperation plays in the long-standing viability of groups. Inhaltsverzeichnis List of Illustrations vii Acknowledgments ix Overview 1 Section One: Introduction 9 CHAPTER ONE: Why Do People Cooperate? 11 CHAPTER TWO: Motivational Models 27 S...

Auteur

Tom R. Tyler

Texte du rabat

"In Why People Cooperate, Tyler demonstrates how a focus on fair procedures administered in an atmosphere of mutual trust can create groups that voluntarily function to produce effective problem solving efforts. Those concerned with productive functioning in groups, organizations, and societies will do well to attend to Tyler on the social motivations that lead to success in those settings."--John Darley, Princeton University

"Why People Cooperate provides nothing less than a new direction for the social sciences. Tyler gathers a wide array of disparate phenomena--morality, emotions, norms, attitudes, legitimacy, self-esteem, and trust--under a single theoretical umbrella. The book provides convincing evidence that these phenomena can produce cooperative workers and citizens because they affect the innate human desire to associate in positive ways with each other."--Jeffrey J. Rachlinski, Cornell Law School

"For decades, social science thinking has been dominated by the assumption that human behavior is primarily instrumental--that people's behaviors are determined by the rewards and punishments that result from their actions. Making a major and enormously important paradigmatic shift, Tyler argues instead that social motivations based in attitudes, values, identity, procedural justice, and motive-based trust are often a far more significant determinant of human behavior and a more effective and less costly tool for institutional design. This book is a must-read not only for academics looking for an alternative to the instrumental model of human behavior, but for any individual concerned with what is needed to make institutions and society work effectively."--Christopher Winship, Harvard University

Résumé

Any organization's success depends upon the voluntary cooperation of its members. But what motivates people to cooperate? In Why People Cooperate, Tom Tyler challenges the decades-old notion that individuals within groups are primarily motivated by their self-interest. Instead, he demonstrates that human behaviors are influenced by shared attitudes, values, and identities that reflect social connections rather than material interests.

Tyler examines employee cooperation in work organizations, resident cooperation with legal authorities responsible for social order in neighborhoods, and citizen cooperation with governmental authorities in political communities. He demonstrates that the main factors for achieving cooperation are socially driven, rather than instrumentally based on incentives or sanctions. Because of this, social motivations are critical when authorities attempt to secure voluntary cooperation from group members. Tyler also explains that two related aspects of group practices--the use of fair procedures when exercising authority and the belief by group members that authorities are benevolent and sincere--are crucial to the development of the attitudes, values, and identities that underlie cooperation.

With widespread implications for the management of organizations, community regulation, and governance, Why People Cooperate illustrates the vital role that voluntary cooperation plays in the long-standing viability of groups.

Contenu

List of Illustrations vii Acknowledgments ix Overview 1 Section One: Introduction 9 CHAPTER ONE: Why Do People Cooperate? 11 CHAPTER TWO: Motivational Models 27 Section Two: Empirical Findings 49 CHAPTER THREE: Cooperation with Managerial Authorities in Work Settings 51 CHAPTER FOUR: Cooperation with Legal Authorities in Local Communities 66 CHAPTER FIVE: Cooperation with Political Authorities 81 Section Three: Implications 91 CHAPTER SIX: The Psychology of Cooperation 93 CHAPTER SEVEN: Implications 108 CHAPTER EIGHT: Self-regulation as a General Model 146 Conclusion 167 Notes 169 References 187 Index 209