We analyse two team settings in which one member in a team has stronger incentives to contribute than the others. If contributions constitute a sacrifice for the strong player, the other team members are more inclined to cooperate than if contributions are strictly dominant for the strong player.

Team leaders often provide incentives for cooperation. A challenging question is how different incentive schemes and their actual choice by the leader shape the team's culture and contribute to the team's success. To shed light on this issue we investigate how a leader chooses between rewards or...

We studied gender diversity and performance in endogenously formed teams in a repeated teamwork setting. In our experiment, the participants (N = 168, 84 women and 84 men) chose whether to perform a cooperative task only with members of the own gender or in a mixed-gender team. We found that...

We investigate an experimental representatives’ trust game which resembles trust relation-ships between representatives of organisations. Personality traits of subjects are elicited by a personality questionnaire (Cattell’s 16 PF-R) which is well established in personnel psychology. For the...

In games of social learning individuals tend to give too much weight to their own private information relative to the information that is conveyed by the choices of others. In this paper we investigate differences between individuals and small groups as decision makers in information cascade...

We studied gender diversity and performance in endogenously formed teams in a repeated teamwork setting. In our experiment, the participants (N = 168, 84 women and 84 men) chose whether to perform a cooperative task only with members of the own gender or in a mixed-gender team. We found that...