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The Value Adding Board - its Focus and Work (SECOND EDITION): Cooperation on strategy, execution, performance, and health

Name: The Value Adding Board - its Focus and Work (SECOND EDITION): Cooperation on strategy, execution, performance, and health
Author: Torben Ballegaard
ISBN: 9788799576135

by Torben Ballegaard

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Language EN

ISBN: 9788799576135

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This dissertation is a collection of five stand-alone research papers. Each study addresses a scientifically relevant research question in a management context that is answered using a controlled lab experiment. The intr... This dissertation is a collection of five stand-alone research papers. Each study addresses a scientifically relevant research question in a management context that is answered using a controlled lab experiment. The introduction puts the papers in a more general context. The first three studies examine the effects of Leading-by-Example on group cooperation. The first study uses a meta-analysis and examines the impact of Leading-by-Example in comparison with simultaneous contribution settings. The results show that the establishment of a leader leads to persistently higher contributions, while the aggregate effect remains stable over time and increases in group size. The second study investigates a causal relationship between leadership, (endogenous) team size and cooperation. The results show that high contributions of leaders encourage higher contributions of their followers which foster migration into their teams. However, the leader-effect diminishes with group size. Moreover, the results show that incumbents sacrifice economic benefits from potential entrants in order to maintain intra-team cooperation. The third study investigates the relationship between leadership, intragroup cooperation, and attrition rates in an online experiment. We observe that successful cooperation delays attrition. Moreover, groups with low initial contribution rates also suffer from rather premature attrition. The fourth study investigates how group formation changes competitive behavior. The study systematically modifies the rules for prize allocation to explain behavioral differences between contests between individuals and between groups. The results show that group formation itself does not lead to a change in overall competitive behavior. The results indicate no evidence that group formation increases both outgroup hostility and unconditional ingroup favoritism. The results imply that group formation increases contest expenditure only in case of perceived fairness within the grou

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