Humanitarian principles and organisational culture: Everyday practice in Meédecins Sans Frontié res-Holland

Organisational principles or value standards are considered crucial for maintaining quality in humanitarian assistance. Research among staff members of Médecins Sans Frontières-Holland (MSF-H) showed that fieldworkers construct their own interpretations of principles and priorities in response to demands placed on them in the field. Organisational principles are important for the performance and the well-being of volunteers: they serve as beacons, identity markers, and interpersonal 'glue'. It also becomes apparent that while in practice staff members renegotiate the formal principles of their organisation, they also adhere to patterns of organisational culture resulting in a number of ordering principles they deem typical of their organisation.     

Wage differentials and social comparison: An experimental study of interrelated ultimatum bargaining

Equal pay for equal work is discussed in many different legal and political contexts. Our study explores one consequence of this formula, the effect of social comparison for wage acceptance, in multilateral ultimatum games. The results of our laboratory experiments indicate that the availability of information concerning ultimatum offers to other responders influences acceptance behavior even if responders have differing outside options. Particularly, behavior is only partly influenced by self-regarding social comparison; that is, the probability of acceptance decreases significantly for offers that put responders at a substantial disadvantage compared with others. On the contrary, responders are also partly concerned about unfavorable discrimination against others. However, we find that in our setting, i.e. in a setting where the wage offer relation is endogenously chosen, a slightly unequal relation maximizes the joint acceptance frequency for both responders.