Search results

A common way to promote cooperative and collectively beneficial behavior in organizations is to sanction self-interested and collectively harmful behavior. Social science researchers recently focus more and more on the negative effects of sanctions. In particular, it is argued that sanctioning noncooperative behavior can undermine people's personal motives to behave cooperatively. In this chapter we argue that, in the decision to behave cooperatively, or in one's own self-interest, perceptions of other people's motives play an important role. In this chapter we discuss research on sanctioning systems in social dilemmas which shows that sanctioning noncooperative behavior undermines trust in others being motivated to cooperate. In a series of studies we show that the undermining of trust may lead to a general increase of noncooperation. Moreover, the newly developed “social trilemma” paradigm demonstrated that it may induce people to show self-interested behaviors they had not considered before. These negative effects of a sanctioning system are moderated by the trust people initially may have in their fellow group members’ cooperative intentions, in the sanctioning authority and by the way people regard authorities in general. Implications of these results for organizations are discussed.

This article seeks to address the social aspects of handling knowledge and information. For this purpose, it considers findings from social psychology and discusses their applicability in knowledge management research and practice.

The article presents a selective but systematical review of recent social psychological literature that can be applied for knowledge management purposes.

Two social psychological concepts that strongly influence knowledge processes in organizations are first introduced: social norms and social identity. Two types of social processes that are particularly relevant for knowledge management subsequently take center stage in this article: knowledge sharing and knowledge processing in organizations. The roles social norms and social identity play in knowledge sharing and knowledge processing are then assessed.

Implications for knowledge management practice are considered: among other implications, it is discussed what computer‐mediated support can contribute to knowledge management processes in organizations with respect to both knowledge sharing and knowledge processing.

Water quality and quantity will become the principal limiting factor for sustainable development in many countries across the world. “Everything living is created from water” is an ancient quotation, which closely describes the importance of water. Water insecurity is a social dilemma in the recent decades because of several factors. Moreover, the widespread presence of arsenic in groundwater, salinity in both surface and groundwater, and the insidious disaster of drought make the water insecure and the population faces water risk in their daily life. Safe drinking water as well as health problems is an issue of concern in many countries on all continents, particularly in Southeast and South Asia. Therefore, this chapter provides water insecurity issues in a broader viewpoint especially focusing on salinity, arsenic, and drought disaster that together enhance vulnerability of water sector.

In this study we aim to examine a Durkheimian solution to the problem of social cooperation. Drawing on relevant literature on rituals and social solidarity, we make a case that both synchronous and complementary ritualistic acts can promote social cooperation by strengthening solidarity.

We used a lab experiment in which participants performed either synchronous, complementary, or uncoordinated group drumming. After the drumming, they self-reported their positive affect, feeling of being in the same group and trust. Then they played a five-round public goods game in which their levels of cooperation were observed.

We found both synchrony and complementarity help sustain group cooperation. Participants who drummed synchronously or complementarily contributed more to the public good than those in the baseline condition, especially in later rounds of the game. Individuals in the synchronous and complementary conditions also showed stronger feelings of being in the same group. Mediation analysis confirmed that the effects of ritual performance on cooperation are partially mediated by feelings of same-groupness.

Results of our study imply that ritual performance based on either members’ similarities or complementary differences can promote group solidarity and cooperation.

The study supports the classic Durkheimian solution to the problem of social cooperation. Consistent with recent research, we find the causal effect of synchrony on cooperation. Moreover, our new test of the effect of complementarity shows that being different but mutually supportive can effectively enhance solidarity and cooperation as well.

The purpose of this paper is to call attention to the need to revitalize the systemic nature of corporate social responsibility (CSR) and offer some suggestions about how this might be accomplished. The authors introduce the concept of systemic CSR and associate it with micro-to-macro transitions, the need to make systemic objectives explicit and the responsibility of system participants to regulate their behavior to contribute to these outcomes.

The authors comment, from a systemic perspective, on four different management approaches to CSR – shareholder value, corporate social performance, stakeholder theory and corporate citizenship. Three general systemic principles that participants can use as decision-making guides are a focus on value creation, ongoing assessment of collective outcomes and reflective engagement in the aggregation process.

The authors observe that businesses routinely demonstrate their ability to think in systemic terms in strategic contexts that require it. If businesses can address systemic issues in these contexts, then they can also apply systemic logic in furtherance of collective (or system-level) objectives.

The authors propose an approach to CSR that emphasizes micro-to-macro transitions, the need to make systemic objectives explicit and the responsibility of system participants to regulate their behavior to contribute to these desired objectives. Systemic CSR is unique in its explicit focus on the micro-to-macro transition (i.e. the process of aggregation), systemic objectives and the need to actively insource responsibility for contribution to the realization of those objectives.

The purpose of this paper is to focus on ecological consumption and test the effect of social value orientation on ecological consumption. What is more, this paper explores how Chinese consumers choose between prosocial and non-prosocial products under the influence of Chinese face culture.

The authors assume that social value orientation will change individual’s ecological consumption through the in-group identification, and simultaneously predict that the influence in pro-self and pro-social consumer groups will vary. Furthermore, Chinese face consciousness will moderate the relationship between ecological consumption and social value orientation. Online research and intercept survey are employed to collect data. In total, 600 questionnaires were distributed.

The results indicate that pro-social individuals prefer sustainable consumption than pro-self-individuals, and in-group identification mediates the effect of social value orientation on ecological consumption. Interestingly, pro-self-individuals’ behaviors have changed dramatically by the influence of face consciousness.

The authors discovered that social value orientation has a deep impact on ecological consumption through in-group identification. The authors tested and verified the dominance of Chinese face culture. Besides, four key elements of China’s “face” construct are proposed, namely, holism, synergy, synchronicity and dynamics, which enlarge the horizon of the theory of face.

The purpose of this paper is to prepare the conceptual groundwork for the future study of leadership for sustainable development. The paper demonstrates the relevance of Critical Leadership Studies to future research on sustainable development policies and practices. A critical approach is also applied to concepts of sustainable development, with three paradigms of thought described.

The approach taken is an extensive literature review in fields of leadership and sustainable development, with a focus on some of the broad assumptions and assertions in those literatures.

A key finding is that leadership studies drawing from critical social theory can provide important insights into future research and education on leadership for sustainability. This literature shows that some assumptions about leadership may hinder opportunities for social or organisational change by reducing the analysis of factors in change or reducing the agency of those not deemed to be leading. These limitations are summarised as “seven unsustainabilities” of mainstream leadership research.

The paper calls for the emerging field of sustainable leadership to develop an understanding of significant individual action that includes collective, emergent and episodic dimensions. The paper then summarises key aspects of the papers in this special issue on leadership for sustainability.

The implications for practice are that efforts to promote organisational contributions to sustainable development should not uncritically draw upon mainstream approaches to leadership or the training of leaders.

The authors consider this the first paper to provide a synthesis of insights from Critical Leadership Studies for research in sustainability.

Water insecurity is a big threat and a defining global challenge that causes social dilemma in the society. Analyzing all the previous chapters in this volume, this final chapter will discuss water use and its consequence of social dilemma, the key lessons and observations that trigger water insecurity, major challenges and success factors toward water insecurity, and how water insecurity can be minimized through the involvement of community people, and improvement of social stability in the form of common understanding. This chapter also emphasizes the linkage between local and national levels by the development of Integrated Water Resource Management both in quantity and quality aspects.

Sociologists, social psychologists, and organizational theorists alike have shown a great deal of interest in the concept of social capital. To a large extent, this interest has been fueled by accumulating evidence that social capital plays a vital role in the development of more cooperative relationships within groups and organizations. Inspired by this evidence, a primary goal of the present paper is to examine more systematically the psychological underpinnings of social capital within contemporary workplaces. Drawing on social identity theory and related theories on the self, this paper develops a framework for conceptualizing how individuals’ psychological identification with a workgroup enhances their willingness to engage in behaviors that contribute to the creation of social capital within that workgroup. The paper reviews empirical evidence in favor of the framework, and draws out theoretical and applied organizational implications of the framework.

This paper aims to show new ways of overcoming resistance during organizational change by applying insights from New Institutional Economics.

This is a conceptual paper that adapts findings from New Institutional Economics.

The paper highlights the relevance of interactions between managers and employees for value creation processes: interactions can generate either win–win or lose–lose situations. By altering the restrictions on managers’ and employees’ behavior, change managers can create mutual benefits for the staff and the firm. The paper thus explicitly considers the individual interests of employees and managers and highlights an approach to link individual interests with the collective interests of the firm by means of appropriate interactions. Additionally, the paper elaborates the relevant factors that determine the success of classical change management measures, like communication or participation, to overcome resistance during organizational change.

The developed framework also indicates important conditions where approaches inspired by management, psychological and sociological theories can be successfully applied and where change management will benefit from being complemented by New Institutional Economics.

Change managers can optimize inter-organizational competition or cooperation to generate a win–win situation by means of appropriate formal or informal restrictions (like incentives or binding mechanisms).

This paper applies insights from New Institutional Economics to show how organizational change can be facilitated by producing mutual benefits. This paper postulates that organizational change often fails or, at the very least, meets with stiff resistance due to dysfunctional interactions within the company. However, such interactions actually contain great opportunities for change managers: by shifting the focus of these interactions, they can generate the potential for win–win situations. In this approach, mutual benefits are a decisive factor in increasing the acceptance to organizational change and overcoming resistance.