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Do cooperators cooperate?. Davide Dragone, Fabio Galeotti, Raimondello Orsini Dipartimento di Scienze Economiche 2011 Bertinoro , ESSE Summer School. Work in progress: some preliminary results.
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Davide Dragone, Fabio Galeotti, Raimondello Orsini
Dipartimento di Scienze Economiche
2011 Bertinoro, ESSE SummerSchool
A laboratoryexperimentcarried out from May 2009 toJune 2011 at LES – Forlì and BLESS – Bologna.
PRIN 2007/B8SC7A_002 - “CSR and Distributive Justice”
CFICEI - Centro di formazione e iniziativa sulla cooperazione e l'etica d’impresa
AICCON - Associazione Italiana per la Promozione della Cultura della Cooperazione e del Non-profit
Are coop workersdifferentfromothertypesofworkers? Are they more “cooperative”?
Coop organizations are supposedtobeculturallydifferent and mighthave a peculiar work climate.
The labexperimentinvolves 228 subjects:
A co-operative is an autonomous association of persons united voluntarily to meet their common economic, social, and cultural needs and aspirations through a jointly-owned and democratically-controlled enterprise.
Co-operatives are based on the values of self-help, self-responsibility, democracy, equality, equity and solidarity. In the tradition of their founders, co-operative members believe in the ethical values of honesty, openness, social responsibility and caring for others.
2nd Principle: Democratic Member Control
Co-operatives are democratic organisations controlled by their members, who actively participate in setting their policies and making decisions. Men and women serving as elected representatives are accountable to the membership. In primary co-operatives members have equal voting rights (one member, one vote) and co-operatives at other levels are also organised in a democratic manner.
3rd Principle: Member Economic Participation Members contribute equitably to, and democratically control, the capital of their co-operative. At least part of that capital is usually the common property of the co-operative. Members usually receive limited compensation, if any, on capital subscribed as a condition of membership. Members allocate surpluses for any or all of the following purposes: developing their co-operative, possibly by setting up reserves, part of which at least would be indivisible; benefiting members in proportion to their transactions with the co-operative; and supporting other activities.
4th Principle: Autonomy and Independence
Co-operatives are autonomous, self-help organisations controlled by their members. If they enter to agreements with other organisations, including governments, or raise capital from external sources, they do so on terms that ensure democratic control by their members and maintain their co-operative autonomy.
5th Principle: Education, Training and Information
Co-operatives provide education and training for their members, elected representatives, managers, and employees so they can contribute effectively to the development of their co-operatives. They inform the general public - particularly young people and opinion leaders - about the nature and benefits of co-operation.
6th Principle: Co-operation among
Co-operatives serve their members most effectively and strengthen the co-operative movement by working together through local, national, regional and international structures.
7th Principle: Concern for Community
Co-operatives work for the sustainable development of their communities through policies approved by their members.
Web: International Cooperative Alliance
Pruitt (1967), “Reward structure and cooperation: the decomposed prisoner’s dilemma game”, J.Per.Soc.Psich.
Brosig (2002), “Identifying cooperative behavior: some experimental results in a prisoner’s dilemma game” JEBO.
Burlando-Guala (2005), “Heterogeneous agents in public good experiments”, Exp. Economics
Fischbacher – Gachter – Fehr (2001), “Are people conditionally cooperative?” Economic Letters
Subjects were randomly allocated to groups of four individuals to play a linear Strategy PGG with the following payoff function:
Two choices: one unconditional contribution + a ‘contribution table’. One subject per each group was randomly selected and paid accordingly to her ‘contribution table’, based on the ‘unconditional contributions’ of the other three members. The unselected players were paid accordingly to the ‘unconditional contributions’ of all the group members.
Herrmann-Thoni-Gachter (2008): 16 countries analysis
While the benchmark behaves “as usual”, some peculiar facts are observed among coop workers:
Positive performance feedback
Internalperceived locus ofcausality: experiencebehaviouras self determined: autonomy vs control
Senseof security and relatedness