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Similarity increases collaborative cheating

Journal

Journal of Economic Behavior and Organization

Subject

Organisational Behaviour

Authors / Editors

Irelenbusch B;Mussweiler T;Saxler D J;Shalvi S;Weiss A

Publication Year

2020

Abstract

We report two experimental studies testing how a cognitive feeling of similarity affects dishonesty in individual and collaborative tasks when cheating hurts others. By employing a novel die-in-the-box paradigm with a total of 1,080 subjects, we find that a sense of similarity (vs. dissimilarity) tends to increase dishonesty in settings highlighting the relationship with a collaborator, but tends to decrease dishonesty in settings highlighting the relationship with others who suffer from cheating. Corroborating these results, a code of conduct highlighting similarity towards the firm’s employees leads to higher levels of cheating than a code of conduct highlighting similarity towards other members of the society. The results provide insights into how to craft effective organizational codes of ethical conduct.

Keywords

Similarity; Cheating; Lying; Codes of ethical conduct; Whistle-blowing; Four-eyes principle; Two-man rule; Social responsbility

Available on ECCH

No


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