designs, and we investigate how teams aggregate individual preferences. We find that team decisions reveal less inequality … aversion than individual initial proposals in team decision-making. However, teams are no more selfish than individuals who … they anticipate the selfishness of other members. Within teams, the member with median social preferences leads the team …

analyze whether and how quickly a conflict-avoidance take-turn strategy can emerge. First, our results show that players learn … to solve the conflict by choosing opposite options at both stages of the game. Second, many adopt a take-turn strategy to … increases the likelihood of conflict resolution even when a single pair member has the right to communicate. …

analyze whether and how quickly a conflict-avoidance take-turn strategy can emerge. First, our results show that players learn … to solve the conflict by choosing opposite options at both stages of the game. Second, many adopt a take-turn strategy to … increases the likelihood of conflict resolution even when a single pair member has the right to communicate. …

analyze whether and how quickly a conflict-avoidance take-turn strategy can emerge. First, our results show that players learn … to solve the conflict by choosing opposite options at both stages of the game. Second, many adopt a take-turn strategy to … increases the likelihood of conflict resolution even when a single pair member has the right to communicate. …

We experimentally study how economic prospects and power shifts affect the risk of conflict through a dynamic power … economic prospects. We find that conflict rates are highest when economic prospects decline and lowest when they improve. A … economic expectations shape conflict dynamics, offering key insights into geopolitical stability. …

and a team-based payment scheme. We find that women are more likely than men to select team-based compensation in our … baseline treatment, but women and men join teams with equal frequency when we add an efficiency advantage to team production … observed patterns in the team-entry gender gap: (1) a gender gap in confidence in others (i.e. women are less pessimistic about …

designs, and we investigate how teams aggregate individual preferences. We find that team decisions reveal less inequality … aversion than individual initial proposals in team decision-making. However, teams are no more selfish than individuals who … decide in isolation. Individuals express strategically more inequality aversion in their initial proposals in team decision …

designs, and we investigate how teams aggregate individual preferences. We find that team decisions reveal less inequality … aversion than individual initial proposals in team decision-making. However, teams are no more selfish than individuals who … decide in isolation. Individuals express strategically more inequality aversion in their initial proposals in team decision …

designs, and we investigate how teams aggregate individual preferences. We find that team decisions reveal less inequality … aversion than individual initial proposals in team decision-making. However, teams are no more selfish than individuals who … decide in isolation. Individuals express strategically more inequality aversion in their initial proposals in team decision …