Team Formation and Self-serving Biases

Brice Corgnet

No 09/07, Faculty Working Papers from School of Economics and Business Administration, University of Navarra

Abstract: There exists extensive evidence that people learn positively about themselves. We build on this finding to develop a model of team formation in the workplace. We show that learning positively about oneself systematically undermines the formation of teams. Agents becoming overconfident tend to ask for an excessive share of the group outcome. Positive learning generates divergence in workers' beliefs and hampers efficient team formation. This result is shown to be robust to high degrees of workers' sophistication. We finally apply our model to co-authorship and organizational issues.

Keywords: Teams; Self-serving biases; Behavioral contract theory (search for similar items in EconPapers)
JEL-codes: C72 D23 D82 K12 M12 M14 M54 (search for similar items in EconPapers)
Pages: 43 pages
Date: 2007-08-03
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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Related works:
Journal Article: Team Formation and Self‐serving Biases (2010)
Working Paper: Team Formation and Self-serving Biases (2010)
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Persistent link: https://EconPapers.repec.org/RePEc:una:unccee:wp0907

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