冲突的阴影:过去的冲突如何影响群体合作和惩罚的使用

IF 3.4 2区 管理学 Q2 MANAGEMENT
Jörg Gross , Carsten K.W. De Dreu , Lennart Reddmann
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引用次数: 2

摘要

群体间冲突深刻地影响群体的福利,并可能在冲突结束后很长一段时间内恶化群体间的关系。在这里,我们通过实验研究了群体间冲突的经历如何影响群体在冲突后建立合作的能力。我们通过使用一个重复的攻击-防御游戏来引发冲突,在这个游戏中,四人小组被分成两个“攻击者”,他们可以投入资源,从扮演“防御者”角色的另外两个参与者那里夺走资源。冲突结束后,群体会反复进行一场带有同伴惩罚的公共产品游戏,在这个游戏中,群体成员可以为群体利益投入资源,并惩罚其他群体成员的决定。与没有经历过群体间冲突的对照组相比,先前的冲突并没有显著减少群体合作。然而,当经历过群体间冲突时,个体在重复的公共物品博弈中对搭便车行为的惩罚较轻,并且对先前攻击者的惩罚没有反应,最终降低了群体福利。这一结果揭示了同伴惩罚制度的一个重要边界条件。在“冲突的阴影”下,同伴惩罚不太能够有效地促进合作。在第三个实验中,我们测试了这种由先前冲突引起的“不适应”惩罚模式是否可以通过在随后的公共物品提供博弈中隐藏小组成员的冲突角色来减轻。当个体无法识别对方是(以前的)攻击者和防御者时,我们发现更多的合作,不适应的惩罚模式消失了。结果表明,群体间冲突削弱了过去的犯罪者执行合作规范的合法性。更一般地说,研究结果表明,过去的冲突会降低管理公地的制度的有效性。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Shadow of conflict: How past conflict influences group cooperation and the use of punishment

Intergroup conflict profoundly affects the welfare of groups and can deteriorate intergroup relations long after the conflict is over. Here, we experimentally investigate how the experience of an intergroup conflict influences the ability of groups to establish cooperation after conflict. We induced conflict by using a repeated attacker-defender game in which groups of four are divided into two ‘attackers’ that can invest resources to take away resources from the other two participants in the role of ‘defenders.’ After the conflict, groups engaged in a repeated public goods game with peer-punishment, in which group members could invest resources to benefit the group and punish other group members for their decisions. Previous conflict did not significantly reduce group cooperation compared to a control treatment in which groups did not experience the intergroup conflict. However, when having experienced an intergroup conflict, individuals punished free-riding during the repeated public goods game less harshly and did not react to punishment by previous attackers, ultimately reducing group welfare. This result reveals an important boundary condition for peer punishment institutions. Peer punishment is less able to efficiently promote cooperation amid a ‘shadow of conflict.’ In a third treatment, we tested whether such ‘maladaptive’ punishment patterns induced by previous conflict can be mitigated by hiding the group members’ conflict roles during the subsequent public goods provision game. We find more cooperation when individuals could not identify each other as (previous) attackers and defenders and maladaptive punishment patterns disappeared. Results suggest that intergroup conflict undermines past perpetrators’ legitimacy to enforce cooperation norms. More generally, results reveal that past conflict can reduce the effectiveness of institutions for managing the commons.

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来源期刊
CiteScore
8.90
自引率
4.30%
发文量
68
期刊介绍: Organizational Behavior and Human Decision Processes publishes fundamental research in organizational behavior, organizational psychology, and human cognition, judgment, and decision-making. The journal features articles that present original empirical research, theory development, meta-analysis, and methodological advancements relevant to the substantive domains served by the journal. Topics covered by the journal include perception, cognition, judgment, attitudes, emotion, well-being, motivation, choice, and performance. We are interested in articles that investigate these topics as they pertain to individuals, dyads, groups, and other social collectives. For each topic, we place a premium on articles that make fundamental and substantial contributions to understanding psychological processes relevant to human attitudes, cognitions, and behavior in organizations. In order to be considered for publication in OBHDP a manuscript has to include the following: 1.Demonstrate an interesting behavioral/psychological phenomenon 2.Make a significant theoretical and empirical contribution to the existing literature 3.Identify and test the underlying psychological mechanism for the newly discovered behavioral/psychological phenomenon 4.Have practical implications in organizational context
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