In social-dilemma situations (public-good games) people may pursue their local, egoistic interests and thereby lower the global, overall payoff of their group and, paradoxically, even their own resulting payoff. One may also speak of intraindividual dilemmas, where people pursue local goals at the expense of their overall utility. Our current experiments transfer this idea to the context of per...

The personnel selection problem is a classical decision making problem. It refers to the process of choosing candidates who match, possibly to some degree, the qualifications required to perform a certain job. Personnel selection is an important activity for organizations and usually the outcome of a personnel selection method is an overall ranking of the candidates. This paper introduces two n...

The purpose of this study is to apply the method of hybrid multiple criteria decision making (MCDM) to select public relations personnel for tourism industry in Taiwan. Fuzzy Delphi method, which can lead to better criteria selection, is used to modify criteria. Considering the interdependence among the selection criteria, analytic network process (ANP) is then used to obtain the weights of the...

In the Wason-Selection Task debate it has been suggested that people may be able to detect cheaters but not co-operators or altruists. This position has been challenged. Here we focus on a scenario that is more ecologically valid with regard to different strategies for detecting workers who negatively interact with others (here ‘egoists’) and positive interactors (here ‘altruist’). The results ...

he aim of this study is to analyze the impact of nepotism on the employee performance and to find out what kind of a strategic move can be nepotism in the presence of such a relation. Although personnel selection through nepotism which is also known as family or acquaintance partiality causes a certain amount of disadvantages, it is possible at the same time to have more loyal employees to the ...

model that examined the effects of socialization rate, turnover, and environmental turbulence (or uncertainty) on sharing of beliefs. March’s model did not incorporate organizational features such as structure, tasks, and members’ interactions. Harrison and Carrol (1991) developed a model that examined organizational culture diffusion. Although