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Changing collective action: Nudges and team decisions

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  • Diekert, Florian
  • Eymess, Tillmann

Abstract

Nudges are widely used and a broad literature documents that they successfully affect individual behavior. However, in most settings where nudges are needed to change collective action, teams – not individuals – determine outcomes. Because team decision making is pervasive, learning whether nudges work with teams in social dilemmas is important, especially when formal enforcement is difficult. Here, we show that a nudge increases team cooperation by 14 to 16 percentage points in a social dilemma among fishing crews at Lake Victoria, Tanzania. The nudge is particularly effective when team decisions are made by a team member with leadership experience. Our findings are a proof of concept that expands the toolkit of empirical researchers and policy makers that address social dilemmas among teams.

Suggested Citation

  • Diekert, Florian & Eymess, Tillmann, 2024. "Changing collective action: Nudges and team decisions," Games and Economic Behavior, Elsevier, vol. 147(C), pages 388-406.
    • Handle: RePEc:eee:gamebe:v:147:y:2024:i:c:p:388-406
    DOI: 10.1016/j.geb.2024.07.009
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    More about this item

    Keywords

    Collective action; Team decisions; Nudges; Common pool resources;
    All these keywords.

    JEL classification:

    • C92 - Mathematical and Quantitative Methods - - Design of Experiments - - - Laboratory, Group Behavior
    • D70 - Microeconomics - - Analysis of Collective Decision-Making - - - General
    • D91 - Microeconomics - - Micro-Based Behavioral Economics - - - Role and Effects of Psychological, Emotional, Social, and Cognitive Factors on Decision Making
    • Q22 - Agricultural and Natural Resource Economics; Environmental and Ecological Economics - - Renewable Resources and Conservation - - - Fishery

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