Abstract：
Cooperation between employees in a company is an important input to firm performance. This study examines how a manager\'s cooperative behavior and the visibility of this behavior affect the cooperation amongst employees, and subsequently firm performance. To do so, we conducted a field experiment with managers and their employees from 320 Vietnamese small and micro firms to determine the impact of a manager\'s leading by example (LBE) on employees\' behavior, corporate culture, and firm performance. Both managers and employees participated in a Public Good experiment which aimed to elicit an individual cooperative behavior. Noteworthy is that the decision made by a manager in the experiment was given as an example to employees before they made decision in that same experiment. We considered that the example of cooperation by managers in the Public Good experiment communicated a powerful signal to the employees regarding the importance of fostering cooperation in the workplace. Such a signal by the manager, who is at the top in the organizational hierarchy, would impact their employees\' behavior in the workplace and firm\'s outcomes beyond the experiment. Interestingly, we found that concealing a manager\'s identity from their employees enhances the impacts of LBE.
摘要：
公司员工之间的合作是企业绩效的重要输入。本研究考察了经理的合作行为和这种行为的可见性如何影响员工之间的合作，以及随后的坚定表现。要做到这一点，我们对320家越南小型和微型公司的经理及其员工进行了现场实验，以确定经理的榜样（LBE）对员工行为的影响，企业文化,和坚定的表现。经理和员工都参加了一项旨在引起个人合作行为的PublicGood实验。值得注意的是，经理在实验中做出的决定是在员工在同一实验中做出决定之前作为示例的。我们认为，在公益实验中，管理者合作的例子向员工传达了一个强有力的信号，即促进工作场所合作的重要性。经理发出这样的信号，谁在组织层次结构中处于顶端，会影响他们的员工在工作场所的行为和公司在实验之外的结果。有趣的是,我们发现，向员工隐瞒经理的身份会增强LBE的影响。
