Abstract

Based on an experiment in Japan in 2008, this paper explores a new dimension of thinking. This paper introduces a variant form of public goods game, that is, ten participants compete for awards. It uses experimentation to consider behavioral and personality aspects, enabling us to explore new areas. In terms of behavior, awareness within and between groups is effective rather than a climate of non cooperation. In the aspect of personality, this paper studies the game from four aspects: preference for competition, preference for risk, enthusiasm for profit and trust in others. In a word, in a collective: the more people think about themselves, the less cooperative they are, and in most cases, they will not make profits; the more people who consider the collective, the more likely they are to cooperate, and in most cases, the higher their profits.

Highlights

  • Public goods have two different levels: non-uniqueness and non-competitive consumption

  • Some people want to take the free ride from the first step into the company

  • The friends can be based on the team members to master other team members

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Summary

Introduction

Public goods have two different levels: non-uniqueness and non-competitive consumption. "Non-deceptive" means that the cost of preventing non-payers from enjoying the profit of the product or service is too high. If entrepreneurs start a firework show, everyone can watch the show from the window or courtyard. The pyrotechnic example illustrates the related free-riding problem. Even if the fireworks show is all ten dollars for everyone, it can be said that very few people will pay ten dollars to entrepreneurs. Everyone will allow others to pay for the show and watch it online for free from his or her yard in search of a "hitchhiking." If the free-riding problem cannot be dealt with, products and services with use value (otherwise people want to pay for it) will not be manufactured

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