Why people cooperate : the role of social motivations / Tom R. Tyler.

Format:

Book

Author/Creator:

Tyler, Tom R.

Language:

English

Subjects (All):

Motivation (Psychology)--Social aspects.

Motivation (Psychology).

Cooperation.

Physical Description:

1 online resource (228 p.)

Edition:

Course Book

Place of Publication:

Princeton : Princeton University Press, 2010.

Language Note:

English

Summary:

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.

Contents:

Frontmatter

Contents

List of Illustrations

Acknowledgments

Overview

Section One: Introduction

Chapter one. Why Do People Cooperate?

Chapter two. Motivational Models

Section Two: Empirical Findings

Chapter three. Cooperation with Managerial Authorities in Work Settings

Chapter four. Cooperation with Legal Authorities in Local Communities

Chapter five. Cooperation with Political Authorities

Section Three: Implications

Chapter six. The Psychology of Cooperation

Chapter seven. Implications

Chapter eight. Self-regulation as a General Model

Conclusion

Notes

References

Index

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

ISBN:

9786612721977

9781282721975

1282721976

9781400836666

1400836662

OCLC:

671644573