The evolution of universal cooperation

Humans work together in groups to tackle shared problems and contribute to local club goods that benefit other group members. Whereas benefits from club goods remain group bound, groups are often nested in overarching collectives that face shared problems like pandemics or climate change. Such challenges require individuals to cooperate across group boundaries, raising the question how cooperation can transcend beyond confined groups. Here, we show how frequent intergroup interactions allow groups to transition from group-bound to universal cooperation. With frequent intergroup interactions, reciprocity of cooperative acts permeates group boundaries and enables the evolution of universal cooperation. As soon as intergroup interactions take place frequently, people start to selectively reward cooperation aimed at benefitting everyone, irrespective of their group membership. Simulations further show that it becomes more difficult to overcome group-bound cooperation when populations are fragmented into many small groups. Our findings reveal important prerequisites for the evolution of universal cooperation. + Figure

An analysis of integrative outcomes in the Dayton peace negotiations

The nature of the negotiated outcomes of the eight issues of the Dayton Peace Agreement was studied in terms of their integrative and distributive aspects. in cases where integrative elements were Sound, further analysis was conducted by concentrating on Pruitt's five types of integrative solutions: expanding the pie, cost cutting, non-specific compensation, logrolling, and bridging. The results showed that real world international negotiations can arrive at integrative agreements even when they involve redistribution of resources tin this case the redistribution of former Yugoslavia). Another conclusion was that an agreement can consist of several distributive outcomes and several integrative outcomes produced by different kinds of mechanisms. Similarly, in single issues more than one mechanism can be used simultaneously. Some distributive bargaining was needed in order to determine how much compensation was required. Finally, each integrative formula had some distributive aspects as well

The Precursors and Products of Justice Climates: Group Leader Antecedents and Employee Attitudinal Consequences

Drawing on the organizational justice, organizational climate, leadership and personality, and social comparison theory literatures, we develop hypotheses about the effects of leader personality on the development of three types of justice climates (e.g., procedural, interpersonal, and informational), and the moderating effects of these climates on individual level justice- attitude relationships. Largely consistent with the theoretically-derived hypotheses, the results showed that leader (a) agreeableness was positively related to procedural, interpersonal and informational justice climates, (b) conscientiousness was positively related to a procedural justice climate, and (c) neuroticism was negatively related to all three types of justice climates. Further, consistent with social comparison theory, multilevel data analyses revealed that the relationship between individual justice perceptions and job attitudes (e.g., job satisfaction, commitment) was moderated by justice climate such that the relationships were stronger when justice climate was high

An exploratory study of the determinants of the quality of strategic decision implementation in Turkish industrial firms

This paper investigates the determinants of quality of decision implementation. By drawing on a sample of 116 firms located in Turkey, the authors test whether the features of important team processes (i.e. trust and participation), of the organisation (i.e. past performance) and of implementation (i.e. its speed and uncertainty) exert an influence on the quality with which decisions are implemented. Exploratory and confirmatory factor analyses were used to test the validity of the measures, while path analysis was used in hypotheses testing. The results suggest that quality of decision implementation is positively related to trust, participation and past performance, and negatively to implementation speed and uncertainty. The implications of these findings for theory, practice and general management are discussed