COOPERATION IN LARGE NETWORKS: AN EXPERIMENTAL

We present a new design of a simple public goods experiment with a large number of players, where up to 80 people in a computer lab have the possibility to connect with others in the room to induce more cooperators to contribute to the public good and overcome the social dilemma. This experimental design explores the possibility of social networks to be used and institutional devices to create the same behavioral responses we observe with small groups (e.g. commitments, social norms, reciprocity, trust, shame, guilt) that seem to induce cooperativebehavior in the private provision of public goods. The results of our experiment suggest that the structure of the network affects not only the players´ ability to communicate, but their willingness to do so as well. Finally, we find that the local connectivity structure of the network has an important role as determinant of the willingness of the players to engage in a more costly type of collective action, namely the endogenous creation of new links to individuals previously out of reach.Social capital, social networks, collective action, cooperation, VCM,experiments, public goods provision

Understanding inter-organizational trust among integrated care service provider networks: a perspective on organizational asymmetries

Objective To explore the factors that influence trust among the integrated healthcare service provider network in the context of seeking combined health and care services in the UK. Data sources/study setting Primary data were collected from three regional integrated care service provider networks from March 2016 to October 2017. Study design Explorative qualitative study and inductive methods from emerging findings. Data collection/extraction methods We conducted qualitative semi-structured interviews in three care networks and collected organizational documents from local integration boards from 2016 to 2017. Thematic analysis was performed in three large care networks with hospital staff, local councils, integration boards, and community and voluntary organizations under the NHS England Better Care Fund. Principal findings Our findings reveal that trust among integrated care service provider networks is influenced by the following factors on various asymmetries: 1) recognition and knowledge asymmetries among care service partners of each other’s skills, expertise and capabilities; 2) capacity and financial imbalances within the network; and 3) organizational differences in management, culture and attitudes toward change. Conclusion There is a need to improve competence recognition and capacity imbalances and to foster open minds toward change within networks to build trust to overcome divisions and facilitate integrated services among health and care organizations