Personality influences on ultimatum bargaining decisions
Personality influences on ultimatum bargaining decisions
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DOI：
10.1002/per.424
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发表时间：
2001-09-01
影响因子：
5.9
通讯作者：
Königstein, M
中科院分区：
文献类型：
--
作者：
Brandstätter, H;Königstein, M
我们研究的最后通牒游戏中的行为与提前生产的个体差异。这是一个简单的讨价还价的游戏，在这个游戏中，在双方之间分配的“馅饼”的大小取决于双方的货币投资。一个参与者，“提议者”，必须陈述一个需求，第二个参与者（“响应者”）可以接受或拒绝（结果是两个参与者的零回报）。我们发现，整体人格测量对解释需求和拒绝决策都有显着贡献。在独立性和坚韧性这两个与自私密切相关的全球人格维度上得分高的提议者，比在这些维度上得分高的提议者要求更高的回报份额。当投标人的成本份额较低时，即当对公平的关切不能证明要求较高的回报份额是合理的时，情况尤其如此。在这种情况下，经济理性与公平之间存在着强烈的冲突。关于拒绝决定，我们发现互惠导向的反应者（即情绪不稳定和外向或情绪稳定和内向的人）比其他人更经常拒绝一个提议。拒绝一个不满意的提议被解释为对违反公平社会规范的互动伙伴的愤怒和报复行为（消极互惠）。版权所有（C）2001约翰威利父子有限公司
We investigate individual differences in behaviour within an ultimatum game with advance production. It is a simple bargaining game, in which the size of the 'pie' to be distributed between two parties depends on both players' monetary, investments. One player, the 'proposer', has to state a demand, which can be accepted as it is or rejected (with the consequence of zero return for both players) by the second player ('responder'). We find that global personality measures contribute significantly to the explanation of both demands and rejection decisions. Proposers who score high on independence and toughmindedness, two global personality dimensions with affinity to selfishness, demand higher return shares than proposers who score lore on these dimensions. This is particularly true when the proposer's cost share is low, i.e. when a high demanded return share cannot be justified by a concern for equity. In this situation there is a strong conflict between economic rationality and equity. Regarding rejection decisions we find that reciprocity oriented responders (i.e. persons who are either emotionally unstable and extraverted or emotionally, stable and introverted) reject a proposal more often than others. Rejection of an unsatisfying offer is interpreted as an act of angry, retaliation (negative reciprocity) against an interaction partner who violates the social norm of equity. Copyright (C) 2001 John Wiley & Sons, Ltd.