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Cooperation by Design: Leadership, Structure, and Collective Dilemmas

William T. Bianco and Robert H. Bates
The American Political Science Review
Vol. 84, No. 1 (Mar., 1990), pp. 133-147
DOI: 10.2307/1963633
Stable URL: http://www.jstor.org/stable/1963633
Page Count: 15
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Cooperation by Design: Leadership, Structure, and Collective Dilemmas
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Abstract

We return to the analysis of cooperation among interdependent rational individuals. We emphasize the limited impact of iteration (or repeated play) and explore the possibility of an alternative: intervention by rational agents, whom we call leaders. We show that leadership is more significant for initiating cooperation than for sustaining it. In addition, we identify two features of organizations that are critical in determining a leader's ability to initiate and sustain cooperation by structuring the incentives of his followers: the leader's capabilities (information and strategy sets) and reward structure (payoff function).

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