ORCID Profile
0000-0003-0120-9327
Current Organisations
University of Bern
,
University of Queensland
,
Fernuni Schweiz
,
National University of Singapore
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Publisher: Wiley
Date: 11-2009
Publisher: Proceedings of the National Academy of Sciences
Date: 23-08-2021
Abstract: Cooperation is key to well-functioning groups and societies. Rather than addressing high-cost cooperation involving giving money or time and effort, we examine social mindfulness—a form of interpersonal benevolence that requires basic perspective-taking and is aimed at leaving choice for others. Do societies differ in social mindfulness, and if so, does it matter? Here, we find not only considerable variation across 31 nations and regions but also an association between social mindfulness and countries’ performance on environmental protection. We conclude that something as small and concrete as interpersonal benevolence can be entwined with current and future issues of global importance.
Publisher: Hogrefe Publishing Group
Date: 2013
Publisher: Academy of Management
Date: 2015
Publisher: Academy of Management
Date: 08-2009
Publisher: Academy of Management
Date: 08-2022
Publisher: Informa UK Limited
Date: 2007
DOI: 10.1080/13548500600780465
Abstract: Non-compliance is one of the crucial problems impairing outcome after transplantation. Fourteen lung transplant recipients were interviewed about their thoughts regarding transplant-related topics. Compliance was assessed by doctors. The psychological processing was investigated by content analysis. Highly compliant patients perceived more advantages by transplantation. In contrast, low-compliant patients reported either an emotional distance to the lung or a closer relationship to the donor. Furthermore, they showed a contradictory relationship to the medical staff. There are some indications that perception of advantages by transplantation is crucial to compliance. This experience takes place in the context of a good staff-patient relationship. Emotional distance to the lung or nearness to the donor are further contributing factors of non-compliance.
Publisher: Hogrefe Publishing Group
Date: 04-2005
DOI: 10.1026/0932-4089.49.2.85
Abstract: Zusammenfassung. Der vorliegende Beitrag stellt eine neu konstruierte bereichsspezifische Skala zur Erfassung arbeitsbezogener kollektiver Wirksamkeitserwartungen vor. Das Konstrukt der arbeitsbezogenen kollektiven Wirksamkeitserwartung beschreibt die subjektive Gewissheit, unerwartete und schwierige Anforderungssituationen bei der Arbeit aufgrund gemeinsamer Kompetenzen einer Gruppe bewältigen zu können. Die Acht-Item-Skala wurde ausgehend von der kollektiven Selbstwirksamkeitserwartung für Lehrer ( Schwarzer & Schmitz, 1999 ) spezifisch für die arbeitsbezogene Kooperation im Rahmen einer Untersuchung zur Wissenskooperation entwickelt. Zur Untersuchung der teststatistischen Kennwerte und Validität diente eine Quasi-Längsschnittstudie mit einer Vollerhebung bei den Mitarbeitern eines mittelständischen schweizerischen Industriebetriebs (N = 101) (Studie 1). Die Ergebnisse wurden 2 Jahre später an derselben Stichprobe (N = 93) überprüft (Studie 2). Die neue Skala erwies sich zu beiden Messzeitpunkten als homogen und reliabel. Die konfirmatorische Faktorenanalyse ergab eine eindimensionale Lösung mit durchweg signifikanten Regressionsgewichten für beide Messzeitpunkte. Eine zusätzliche einfaktorielle Hauptkomponentenanalyse ergibt für Studie 1 und Studie 2 ebenfalls einen Faktor, der 41 % der Varianz aufklärt. Es wird auf die Bedeutung der arbeitsbezogenen kollektiven Wirksamkeitserwartung für wissensintensive Arbeitstätigkeiten bei der Wissenskooperation und beim Wissensmanagement in Unternehmen eingegangen.
Publisher: Wiley
Date: 06-08-2017
DOI: 10.1111/APPS.12105
Publisher: Emerald
Date: 12-03-2018
Abstract: Different lengths of collaboration with colleagues at work is a central feature of modern working life, and even more so in a work environment that is increasingly project focused and knowledge-intensive. Despite its practical importance, there is little research on how the perceived costs and benefits in an information-sharing dilemma might change depending on collaboration length. Based on a social dilemma framework, it is hypothesised that anticipated length of collaboration time will significantly influence the motivation to collaborate. An experimental scenario study ( N = 87) compared the willingness to work collaboratively, share information and help the partner in a long-term (two academic terms) vs a short-term (one week) condition. At first somewhat counter-intuitively, participants were more helpful in the short-term, and insisted more on equality and disengaged more from a defecting partner – but not the project – in the long-term condition. People appear to focus more on the immediate task in short-term collaborations – even at cost – because the outcome is more important than the relationship, and more on setting norms for equality and reciprocity in long-term collaborations to avoid future exploitation. The findings help understanding the motivation and the partner and task perception under different time conditions and support managing teams in an increasingly project-oriented work environment with changing partners and varying time frames. To the authors’ knowledge, this is the first paper investigating the influence of anticipated collaboration time in information-sharing dilemmas.
Publisher: Academy of Management
Date: 2016
Publisher: Frontiers Media SA
Date: 2021
Publisher: Wiley
Date: 19-09-2019
DOI: 10.1111/CAIM.12285
Publisher: Academy of Management
Date: 08-2009
Publisher: Proceedings of the National Academy of Sciences
Date: 25-02-2022
Publisher: Proceedings of the National Academy of Sciences
Date: 19-01-2022
Publisher: Elsevier BV
Date: 09-2020
Publisher: Hogrefe Publishing Group
Date: 06-2007
DOI: 10.1024/1421-0185.66.2.117
Abstract: Incentives are central to the reinforcement of behavior. In the context of group work, it is important to distinguish between in idual and collective incentives as rewards. High reward interdependence should constitute an incentive for cooperation among group members (e.g., collective vs. in idual financial rewards), but experimental studies provide no support for this assumption, whereas some field studies found an increase in information exchange and team productivity. In the two experimental studies presented here (N 1 = 46, N 2 = 28), high reward interdependence resulted in a higher willingness to share information with and to help other group members, stronger responses to the poor quality of others’ work, higher preference for a group layout, and less withdrawal as a response to the reluctant commitment of others. The findings suggest that high reward interdependence can indeed act as an incentive for cooperative behavior and information sharing in an experimental setting as well.
Publisher: Emerald
Date: 12-12-2019
Abstract: Status is a central aspect of teamwork relationships and successful collaboration in teams, both online and offline. Status group membership and status perception shape behavioural expectations and norm perceptions of what is appropriate, but despite their importance have been neglected in previous research. Status effects are of special interest in online collaboration, e.g. via email, where no immediate feedback or non-verbal araverbal communication and direct observation is possible. The purpose of this study is to address this gap in research. An experimental scenario study with two different professional status groups (lecturers and students) tested status effects on causal attributions, intergroup bias and emotional and collaborative responses to perceived norm violations in emails. Results overall showed three key findings: a “black-sheep-effect” with harsher negative attributions for same status members, more aggression and less cooperation towards lower status senders and stronger (negative) emotional reactions towards high status senders. The findings are important for managing professional online communication because negative personal attributions, strong emotions and aggressive behaviours can increase team conflict, lead to mistakes and generally undermine performance.
Location: United Kingdom of Great Britain and Northern Ireland
No related grants have been discovered for Karin Moser.