The IKEA effect in collective problem-solving: When individuals prioritize their own solutions

TY - JOUR

T1 - The IKEA effect in collective problem-solving

T2 - When individuals prioritize their own solutions

AU - Vuculescu, Oana

AU - Beretta, Michela

AU - Bergenholtz, Carsten

N1 - Publisher Copyright: © 2020 John Wiley & Sons Ltd Copyright: Copyright 2021 Elsevier B.V., All rights reserved.

PY - 2021/3

Y1 - 2021/3

N2 - To improve problem-solving performance, individuals can rely on social learning. This approach is constrained by an individual's social network, which influences the efficiency of the problem-solving process. To date, research disagrees on what kind of network structure is preferable, providing support for efficient network structures, as well as for inefficient networks. However, studies implicitly assume that solvers always imitate superior solutions, an assumption that lacks empirical grounding. We propose a simple derivation of an existing simulation framework by incorporating a known cognitive bias (‘IKEA effect’), whereby individuals are assumed to prioritize individual information. This effect allows inefficiencies to be embodied at the individual microlevel, reducing the need for inefficiencies at the structural macrolevel. Simulation results explain discrepancies in previous results, illustrating how more realistic microlevel assumptions substantially impact macrolevel outcomes.

AB - To improve problem-solving performance, individuals can rely on social learning. This approach is constrained by an individual's social network, which influences the efficiency of the problem-solving process. To date, research disagrees on what kind of network structure is preferable, providing support for efficient network structures, as well as for inefficient networks. However, studies implicitly assume that solvers always imitate superior solutions, an assumption that lacks empirical grounding. We propose a simple derivation of an existing simulation framework by incorporating a known cognitive bias (‘IKEA effect’), whereby individuals are assumed to prioritize individual information. This effect allows inefficiencies to be embodied at the individual microlevel, reducing the need for inefficiencies at the structural macrolevel. Simulation results explain discrepancies in previous results, illustrating how more realistic microlevel assumptions substantially impact macrolevel outcomes.

KW - agent-based model

KW - behavioural strategy

KW - exploration and exploitation

KW - NK models

KW - social networks

UR - http://www.scopus.com/inward/record.url?scp=85096939077&partnerID=8YFLogxK

U2 - 10.1111/caim.12416

DO - 10.1111/caim.12416

M3 - Journal article

AN - SCOPUS:85096939077

SN - 0963-1690

VL - 30

SP - 116

EP - 128

JO - Creativity and Innovation Management

JF - Creativity and Innovation Management

IS - 1

ER -