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Leadership Selection Punishment Salience and Cooperation
Li, YM (Li, Yan-mei)1; Chao, M (Chao, Miao)1,2
First AuthorLi, YM (Li, Yan-mei)
2013
Conference NameIEEE International Conference on Industrial Engineering and Engineering Management (IEEM)
Correspondent Emailliym@psych.ac.cn
Source PublicationInternational Conference on Industrial Engineering and Engineering Management IEEM
Issue不详
Pages150-153
Conference DateDEC 10-13, 2013
Conference PlaceBangkok, THAILAND
CountryTHAILAND
Contribution Rank1
Abstract

    Power, punishment, and leadership selection influence cooperation. In this research, we test the hypothesis that salient punishment, rather than non-salient punishment, can improve the cooperation of the powerholders selected through exams (e.g., civil servants) and that punishment, whether salient or non-salient, can improve the cooperation of the powerless. Results of the experiment that used the commons dilemma provide evidence for this hypothesis and are discussed in terms of leadership selection, punishment salience, and further implications for corruption prevention.

Language英语
WOS IDWOS:000395631500031
Citation statistics
Document Type会议论文
Identifierhttp://ir.psych.ac.cn/handle/311026/26346
Collection中国科学院行为科学重点实验室
Affiliation1.Chinese Acad Sci, Inst Psychol, Key Lab Behav Sci, 16 Lincui Rd, Beijing
2.Univ Chinese Acad Sci, Beijing, Peoples R China
Recommended Citation
GB/T 7714
Li, YM ,Chao, M . Leadership Selection Punishment Salience and Cooperation[C],2013:150-153.
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