Here we revise Glowacki's model by proposing a simple and empirically tested mechanism that is applicable to a comprehensive set of social interactions. This parsimonious mechanism accounts for the choice of both cooperative and peaceful alternatives and explains when each choice benefits the interacting parties. It is proposed that this mechanism is key to the evolution of both peace and conflict.

Here, we revise Pietraszewski's model of groups by assigning participant pairs with two triplets, denoting: the type of game that models the interaction, its critical switching point between alternatives, and the perception of strategic similarity with the opponent. These triplets provide a set of primitives that accounts for individuals' strategic motivations and observed behaviors.

Friendship is commonly assumed to reduce strategic uncertainty and enhance tacit coordination. However, this assumption has never been tested across two opposite poles of coordination involving either strategic complementarity or substitutability. We had participants interact with friends or strangers in two classic coordination games: the stag-hunt game, which exhibits strategic complementarity and may foster “cooperation”, and the entry game, which exhibits strategic substitutability and may foster “competition”. Both games capture a frequent trade-off between a potentially high paying but uncertain option (...) and a low paying but safe alternative. We find that, relative to strangers, friends are more likely to choose options involving uncertainty in stag-hunt games, but the opposite is true in entry games. Furthermore, in stag-hunt games, friends “tremble” less between options, coordinate better and earn more, but these advantages are largely decreased or lost in entry games. We further investigate how these effects are modulated by risk attitudes, friendship qualities, and interpersonal similarities. (shrink)

Assuming a followership perspective and building on implicit leadership theory, this study examines the mediating role of followers’ mindfulness in the relationship between leader–follower strategic optimism (mis)match and work engagement. Specifically, we propose that a discrepancy between the respective levels of leaders’ and followers’ strategic optimism correlates with low levels of mindfulness and work engagement. A field study of 291 working professionals, using polynomial regression and response surface analysis, supports the (mis)match hypotheses. The results demonstrate that followers’ mindfulness mediates the (...) relationship between leaders’ and followers’ matching levels of strategic optimism (whether at high-high and low-low leader-follower strategic optimism conditions) and work engagement. These findings have important implications for training and the extent to which interventions based on personal resources, such as strategic optimism and therefore mindfulness, foster higher work engagement. (shrink)