An Integrative Framework for Laboratory Experiments in Social Organization

• In Event: 606 - Section on Social Psychology Roundtable Session (co-sponsored with Section on Sociology of Emotions)
  In Refereed Roundtable: Table 11. Organizational Behavior

Abstract

Interest in laboratory experiments on social organization has grown in the past decade driven by high-profile successes, a growing capacity to perform large scale experiments, and an increased training in experimental methods. This new interest has the potential to reverse a perennial lag in the use of laboratory experiments in the social sciences and offer new insight into the basic social processes. However, the field is dispersed and fragmented. Long-standing traditions in social psychology, experimental economics, and organizational behavior have long remained within their disciplinary boundaries. New approaches to experimenting with markets, networks, and groups are coming from heterodox fields like computer and network science. In this paper, we propose a three dimensional framework with which to connect these various lines of research into a single endeavor. The first dimension is the specific organization form being induced or simulated in the lab and include markets, networks, and teams. The second dimension is the kind of tasks participants are asked to perform, such as decision-making, puzzle-solving, or resource allocation. These two dimensions are chosen because research consistently shows that altering the task or the structure of the organization fundamentally changes the collective dynamics that emerge. These collective dynamics, including processes like path dependency and equilibrium, represent the third dimension. We argue this framework provides a map of the field, its areas of strength and weakness, and can act as a foundation for an experimental research agenda.

Authors

• Jason Scott Radford, University of Chicago

• David Lazer, Harvard University