LEADER 04240nam 2200733Ia 450 001 9910826518403321 005 20200520144314.0 010 $a1-282-72197-6 010 $a9786612721977 010 $a1-4008-3666-2 024 7 $a10.1515/9781400836666 035 $a(CKB)2670000000047728 035 $a(EBL)574451 035 $a(OCoLC)671644573 035 $a(SSID)ssj0000813703 035 $a(PQKBManifestationID)12354724 035 $a(PQKBTitleCode)TC0000813703 035 $a(PQKBWorkID)10788815 035 $a(PQKB)10572346 035 $a(SSID)ssj0000431154 035 $a(PQKBManifestationID)11270768 035 $a(PQKBTitleCode)TC0000431154 035 $a(PQKBWorkID)10456642 035 $a(PQKB)11453816 035 $a(MdBmJHUP)muse36778 035 $a(DE-B1597)446794 035 $a(OCoLC)979954333 035 $a(DE-B1597)9781400836666 035 $a(Au-PeEL)EBL574451 035 $a(CaPaEBR)ebr10409295 035 $a(CaONFJC)MIL272197 035 $a(PPN)187316066 035 $a(FR-PaCSA)88807805 035 $a(MiAaPQ)EBC574451 035 $a(EXLCZ)992670000000047728 100 $a20100225d2010 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aWhy people cooperate $ethe role of social motivations /$fTom R. Tyler 205 $aCourse Book 210 $aPrinceton $cPrinceton University Press$d2010 215 $a1 online resource (228 p.) 300 $aDescription based upon print version of record. 311 $a0-691-15800-2 311 $a0-691-14690-X 320 $aIncludes bibliographical references and index. 327 $t Frontmatter -- $tContents -- $tList of Illustrations -- $tAcknowledgments -- $tOverview -- $tSection One: Introduction -- $tChapter one. Why Do People Cooperate? -- $tChapter two. Motivational Models -- $tSection Two: Empirical Findings -- $tChapter three. Cooperation with Managerial Authorities in Work Settings -- $tChapter four. Cooperation with Legal Authorities in Local Communities -- $tChapter five. Cooperation with Political Authorities -- $tSection Three: Implications -- $tChapter six. The Psychology of Cooperation -- $tChapter seven. Implications -- $tChapter eight. Self-regulation as a General Model -- $tConclusion -- $tNotes -- $tReferences -- $tIndex 330 $aAny 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. 606 $aMotivation (Psychology)$xSocial aspects 606 $aCooperation 615 0$aMotivation (Psychology)$xSocial aspects. 615 0$aCooperation. 676 $a302/.14 700 $aTyler$b Tom R$0117025 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910826518403321 996 $aWhy people cooperate$93944224 997 $aUNINA