Do people who care about others cooperate more? Experimental evidence from relative incentive pay
实验研究社会偏好如何影响个人和团队在无限重复相对激励下的表现，发现利他者平均降低15%努力，但自私者在有沟通时更易引导团队协调至最低努力水平。
Abstract We experimentally study ways in which social preferences affect individual and group performance under indefinitely repeated relative incentives. We also identify the mediating role that communication and leadership play in generating these effects. We find other-regarding individuals tend to depress efforts by 15% on average. However, selfish individuals are nearly three times more likely to lead players to coordinate on minimal efforts when communication is possible. Hence, the other-regarding composition of a group has complex consequences for organizational performance.