Islamic Economics

Islamic Economics

The correlation between religiosity with team performance and individual decisions within the framework of two-player behavioral games

Document Type : Original Article

Authors
Omolbanin Jalali 1
Zahra Nasrolahi 2
Madjid Hatefi Madjumerd 3
1 Search Results Department of Economics, Faculty of Economics, Management and Accounting, Yazd University, Yazd, Iran
2 Associate Professor, Department of Economics, Yazd University
3 Postdoctoral Researcher, Faculty of Economics, University of Tehran, Tehran, Iran
Abstract
One of the issues that occurs in teamwork environments is the impact of cohort or team decisions on the decision of other cohorts. Nowadays, this effect becomes a dilemma when one of the members of the group offers less effort against more reward. In this situation, if other members of the group follow this behavior by this decision and they dodge, they will eventually end up or the team's performance will decline. In this regard, the present study aimed to investigate the correlation of religiosity with team performance and individual decisions using a laboratory environment and performing two-player complete, static and dynamic games; complete and incomplete. The results from 182 samples and 2184 observation showed that the percentage of team participation that both players endeavor to perform in the high religiosity range is more than moderate and low in the range of religiosity. In contrast, the results showed that team production of players with a lower level of religiosity was more than the production of a team of high and moderate level players. The results of religiosity correlation with people's decision also showed that individuals with high religiousness at high rewards did not have a specific impact on their cohort's decision and decided independently. However, in moderate, this independence was observed only in the simultaneous game at both lower and upper reward levels.
Keywords
Game Theory
laboratory environment
Behavioral Economy
religiosity
Team working
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