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Social Framing Effects in Leadership: Preferences or Beliefs?
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Social Framing Effects in Leadership: Preferences or Beliefs?

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Listed:
  • Edward Cartwright
  • Michalis Drouvelis

Abstract

We experimentally study the impact of framing effects in a repeated sequential social dilemma game. Our between-subjects design consists of two group level (“Wall Street” vs. “Community”) and two individual level (“First (Second) Movers” vs. “Leaders (Followers)”) frames. We find that average contributions are significantly higher when the game is called the Wall Street game than when it is called the Community game. However, the social framing effect disappears when we control for players’ first-order and second-order beliefs. Overall, our evidence indicates that social frames enter people’s beliefs rather than their preferences.

Suggested Citation

  • Edward Cartwright & Michalis Drouvelis, 2020. "Social Framing Effects in Leadership: Preferences or Beliefs?," CESifo Working Paper Series 8600, CESifo.
    • Handle: RePEc:ces:ceswps:_8600
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    References listed on IDEAS

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    More about this item

    Keywords

    framing; public good; experiment; beliefs;
    All these keywords.

    JEL classification:

    • H41 - Public Economics - - Publicly Provided Goods - - - Public Goods
    • C72 - Mathematical and Quantitative Methods - - Game Theory and Bargaining Theory - - - Noncooperative Games
    • C92 - Mathematical and Quantitative Methods - - Design of Experiments - - - Laboratory, Group Behavior

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