From Wikipedia, the free encyclopedia

A collective benefit often benefits more than one person at the cost of an individual acting to obtain the benefit. [1] It is common that an individual may benefit from a collective act without contributing to it. [1] Collective benefits can non-competitive and inclusive if the availability of the benefit does not diminish from the use of one actor. [2] An example of this type of collective benefit is social capital. [2] However, they can also be exclusive if the benefit is not available to all networks of relation, such as a pure public good. [2]

References

  1. ^ a b Kappeler, Peter M. (2000-05-04). Primate Males: Causes and Consequences of Variation in Group Composition. Cambridge University Press. ISBN  9780521658461.
  2. ^ a b c Walter, Jorge; Lechner, Christoph; Kellermanns, Franz W. (July 2007). "Knowledge transfer between and within alliance partners: Private versus collective benefits of social capital" (PDF). Journal of Business Research. 60 (7): 698–710. doi: 10.1016/j.jbusres.2007.01.026. S2CID  9564271.
From Wikipedia, the free encyclopedia

A collective benefit often benefits more than one person at the cost of an individual acting to obtain the benefit. [1] It is common that an individual may benefit from a collective act without contributing to it. [1] Collective benefits can non-competitive and inclusive if the availability of the benefit does not diminish from the use of one actor. [2] An example of this type of collective benefit is social capital. [2] However, they can also be exclusive if the benefit is not available to all networks of relation, such as a pure public good. [2]

References

  1. ^ a b Kappeler, Peter M. (2000-05-04). Primate Males: Causes and Consequences of Variation in Group Composition. Cambridge University Press. ISBN  9780521658461.
  2. ^ a b c Walter, Jorge; Lechner, Christoph; Kellermanns, Franz W. (July 2007). "Knowledge transfer between and within alliance partners: Private versus collective benefits of social capital" (PDF). Journal of Business Research. 60 (7): 698–710. doi: 10.1016/j.jbusres.2007.01.026. S2CID  9564271.

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