Cooperation in the Workplace: Experimental Evidence from Knowledge Workers

Co-authors: Hoa Ho and Maren Mickeler.

Abstract

Organizations rely on peer-to-peer knowledge exchange among employees, yet incentivizing cooperative behavior is difficult. This study evaluates an intervention in the second largest bank in Uganda that aimed to foster peer support. Using a cluster randomized controlled trial, we introduced a public recognition program in which employees identified as the most supportive by peers and supervisors received an award. The intervention increased employees’ willingness to share expertise by 21% and to mentor by 12%. These shifts translated into higher productivity for junior staff, who rely more heavily on peer guidance, without reducing the output of award recipients or top performers. The results suggest that the intervention worked by reshaping how helping behaviors are perceived in the organization, enhancing professional reputation and career prospects.