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.
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