Groups Reward Individual Sacrifice: The Status Solution to the Collective Action Problem

By Robb Willer. 2009

609 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/a129a0479ea8d287d4194556f662f78a3ba4b35d

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Citations in the corpus

Challenging the Norm of Self-Interest: Minority Influence and Transitions to Helping Norms in Work Units (2012, background): “Because status is earned through contributions to the work unit (Deutsch Salamon & Deutsch, 2006; Hardy & Van Vugt, 2006; Willer, 2009), when the challenger carries high status, middle-status members can gain status by supporting the challenger’s agenda.”
Status Conflict in Groups (2012, background): “…of contributing more to the group’s goals (Berger et al. 1986) or observed engaging in generous, self-sacrificial behaviors (Hardy and Van Vugt 2006, Willer 2009) are conferred higher status; for example, “ ’[C]uz you know, I 0 0 0 I think me and L were sitting there Saturday afternoon 0 0 0 and…”
Perceived Overqualification at Work: Implications for Extra-Role Behaviors and Advice Network Centrality (2018, background): “This is because a reliable way in which individuals gain centrality in their groups and achieve status is through actions that benefit others (Willer, 2009).”
Signaling can increase consumers' willingness to pay for green products. Theoretical model and experimental evidence (2019, neutral): “Pro-social signalers are perceived as more pro-social and trustworthy and, as a consequence, are more often chosen as exchange partners and allies (Bereczkei et al., 2010; Klapwijk & van Lange, 2009; Willer, 2009).”
The functions and dysfunctions of hierarchy (2010, background): “Although some research has supported this notion (Willer, 2009), much work has also suggested that occupying a high-ranking position can corrupt individuals and lead to patterns of thought, decision-making, and behavior that are harmful to the group.”
Falling from great (and not-so-great) heights: how initial status position influences performance after status loss (2014, background): “…likeability, cooperativeness, willingness to help and contribute [Anderson, Ames, & Gosling, 2008; Anderson & Kilduff, 2009; Flynn et al., 2006; Willer, 2009]), status loss can be prompted by events other than negative performance, such as being rude, dishonest, or unwilling to help group…”
Strategies for cooperation in biological markets, especially for humans (2013, background): “This competitive helping appears to pay off, in that those who give more money to others tend to be chosen more often as partners (Barclay & Willer, 2007; Sylwester & Roberts, 2010) and are rated as possessing higher status than those who give less (Hardy & Van Vugt, 2006; Willer, 2009).”
The Radicalization Puzzle: A Theoretical Synthesis of Empirical Approaches to Homegrown Extremism (2015, background): “It could provide restless youth with excitement or sense of purpose, or it could provide those feeling marginalized and excluded personal empowerment and status.(37)”
The personal sense of power. (2012, result): “The former findings are consistent with prior work showing that prosocial people often attain higher power in groups (Flynn et al., 2006; Willer, 2009).”
The Local Ladder Effect: Social Status and Subjective (2011, methodology): “We measured education with a previous index (M=2.66, SD=.75; Willer, 2009).”
Beyond Altruism: Sociological Foundations of Cooperation and Prosocial Behavior (2015, neutral): “Status Impacts Contributions to Collective Actions Whereas the work reviewed above u s on l . focuses on reputations, a separate line of research has tied generosity (Flynn 2003) and the provision of public goods (Hardy & van Vugt 2006, Willer 2009) s on more speciﬁcally to status processes.”
A functional model of hierarchy (2011, background): “There is also considerable diversity in the individual qualities and behaviors that lead to the attainment of status, power, and leadership positions in organizations (competence and achievements: McCoy & Major, 2007; Schmidt & Hunter, 1998; assertiveness: Ames & Flynn, 2007; narcissism: Brunell et ”
When overconfidence is revealed to others: Testing the status-enhancement theory of overconfidence (2013, background): “Moreover, groups might view individuals with unwarranted confidence as more selfish and less committed to the group’s success, and thereby accord them lower status (Willer, 2009).”
The Bright Side of Being Prosocial at Work, and the Dark Side, Too: A Review and Agenda for Research on Other-Oriented Motives, Behavior, and Impact in Organizations (2016, background): “Employees earn respect for putting the interests of others first, and groups tend to reward loyalty and individual sacrifice (Burris, 2012; Hardy & Van Vugt, 2006; Willer, 2009).”
Lighting the way or stealing the shine? An examination of the duality in star scientists' effects on firm innovative performance (2015, background): “Stars can preserve their power and control over a firm’s resources only to the extent to which they use these resources effectively to achieve some broadly accepted organizational goal (Willer, 2009) or when they employ these resources in a socially accepted manner (Overbeck & Park, 2006).”
Toward a Unified Science of Hierarchy: Dominance and Prestige are Two Fundamental Pathways to Human Social Rank (2014, background): “1 Although altruism and generosity increase perceived Prestige (Cheng et al. 2010; Willer 2009), in times of conflict unconditional prosociality—altruism directed toward out-groups as well as one’s own in-group—can reduce perceived Prestige, as such behaviors undermine perceptions of group commitmen”
On the dynamics of social hierarchy: A longitudinal investigation of the rise and fall of prestige, dominance, and social rank in naturalistic task groups (2019, background): “Alongside this, groups are often attentive to cues of an individual’s generous intent, signaling a propensity to effectively and equitably coordinate the group’s actions (Glowacki & von Rueden, 2015; Willer, 2009).”
Power, Status, and Learning in Organizations (2011, background): “ In such settings, individuals who lack a collective orientation are unlikely to be granted or to 33 maintain higher status since there is no external authority to counter the tendency for group members to withdraw their support from self‐interested members (Willer, 2009).”