The impact of social and human capital on individual cooperative behaviour: Implications for international strategic alliances

The purpose of this study is to analyse whether, and if so, how, personal background and intellectual assets determine individual cooperation.

The purpose of this paper is to analyse whether, and if so, how, social and human capital determine cooperation.

The empirical results show that variations in human and social capital offer a substantial explanation for the likelihood of cooperative behaviour in people involved in social dilemma situations.

Testing the model in an international setting with non-student subjects (managers, policymakers) would allow us to explore the consequences of cross-national differences in various forms of capital.

Successful implementation of strategic change requires leaders who are able to effectively communicate and motivate employees. The study highlights what factors makes some leaders more cooperative and, hence, potentially more successful in supervising corporate change than others.

For sustainable growth, countries need leaders who are willing and able to collaborate not only with other international leaders but also within their public administration. This paper offers explanations why some political leaders more than others are able to successfully collaborate with their political opponents.

The added value of mainstream economics to understand key elements of international business is limited due to their stringent behavioural assumptions. The research is original in that it shows that individuals make decisions not like rational machines but like real human beings.