Complex Questionnaires

We study a principal–agent model in which the agent is boundedly rational in his ability to understand the principal's decision rule. The principal wishes to elicit an agent's true profile so as to determine whether or not to grant him a certain request. The principal designs a questionnaire and commits himself to accepting certain responses. In designing such a questionnaire, the principal takes into account the bounded rationality of the agent and wishes to reduce the success probability of a dishonest agent who is trying to game the system. It is shown that the principal can construct a sufficiently complex questionnaire that will allow him to respond optimally to agents who tell the truth and at the same time to almost eliminate the probability that a dishonest agent will succeed in cheating.     

考虑滞后的寡头发电商报价动态模型及其复杂性

在发电商报价古诺模型基础上,运用有限理性动态与自适应动态,建立了考虑滞后的电力报价动态模型,然后对动态模型的稳定域、倍岔、混沌等进行仿真分析;在此基础上,分别分析了滞后因子与不同报价动态对发电商的平均收益的影响,然后运用状态滞后反馈控制方法,对滞后报价动态模型进行了混沌控制分析;分析结果表明:1)引入滞后因子有利于报价系统的稳定,但并不一定能增加发电商的收益;2)在均衡状态下发电商获得最大的平均收益,在Nash均衡形成前,发电商宜采用自适应动态,但失稳后则宜采用有限理性动态;3)选择合适的控制参数,可维持报价系统Nash均衡的稳定,但若发电商仅考虑短期收益,则没有积极性去采用滞后控制策略.     

Building interpersonal trust within organizations: a relational signalling perspective

This article develops the foundations for a theory of interpersonal trust-building based on relational signalling theory (RST). RST is based on the assumptions that rationality is bounded through framing, that preferences are partially determined by altruism (through a distinction between foreground and background goals), and that an individual’s action is influenced by the normative context in which he or she operates. The focus is on interpersonal trust in work relations within organizations. Interpersonal trust-building is construed as an interactive process in which both individuals learn about each other’s trustworthiness in different situations. Four conditions for the building of interpersonal trust within organizations are (1) the suspension of all opportunistic behaviour, or the removal of distrust; (2) exchange of positive relational signals; (3) avoiding negative relational signals, i.e., dealing with trouble; and (4) the stimulation of frame resonance, or the introduction of trust-enhancing organizational policies. The proposed theory can explain important characteristics of trust in organizational contexts, such as the interactive nature of trust, the learning required to build trust, the role of psychological mechanisms (such as attributions and perceptions) in decisions to trust, the limits to trust, asymmetries between trust and distrust and the context-dependency of trust.

The Organization of Supplier Networks: Effects of Delegation and Intermediation

In a one‐principal two‐agent model with adverse selection and collusion among agents, we show that delegating to one agent the right to subcontract with the other agent always earns lower profit for the principal compared with centralized contracting. Delegation to an intermediary is also not in the principal's interest if the agents supply substitutes. It can be beneficial if the agents produce complements and the intermediary is well informed.     

Accountability and value for money: a theoretical framework for the relationship in public–private partnerships

There is an implicit assumption in the UK Treasury’s publications on public-private partnerships (PPP)—also more commonly known in the United Kingdom as private finance initiative (PFI)—that accountability and value for money (VFM) are related concepts. While recent academic studies on PPP/PFI (from now on as PFI) have focused on VFM, there is a notable absence of studies exploring the ‘presumed’ relationships between accountability and VFM. Drawing on Dubnick’s (Dubnick and Romzek in American public administration, politics and the management of expectations. Macmillan, New York, 1991, Research in public administration. JAI, Greenwich, 1993; Dubnick in Public service ethics and the cultures of blame, 1996, Public sector ethics: finding and implementing values. Routledge, London, 1998, Int J Org Theory Behav 6(3):405–441, 2003, Public Perform Manage Rev 28(3):376–417, 2005; Dubnick and Justice in But can you trust them to be ethical, 2002) framework for accountability and PFI literature, we develop a research framework for exploring potential relationships between accountability and VFM in PFI projects by proposing alternative accountability cultures, processes and mechanisms for PFI. The PFI accountability model is then exposed to four criteria—warrantability, tractability, measurability and feasibility. Our preliminary interviews provide us guidance in identifying some of the cultures, processes and mechanisms indicated in our model which should enable future researchers to test not only the UK Government’s claimed relationships between accountability and VFM using more specific PFI empirical data, but also a potential relationship between accountability and performance in general.     

Competitive analysis for make-to-order scheduling with reliable lead time quotation

This paper makes extended studies on the discrete problem of online scheduling and reliable lead time quotation (discrete Q-SLTQ) introduced by Keskinocak et al. (Manag. Sci. 47(2):264–279, 2001). We first relax the assumption on revenue function from a linear decreasing function to any decreasing function. We present an online deterministic strategy which is optimal in competitiveness for concave revenue functions. The above results are further extended to the continuous Q-SLTQ model where orders are released at arbitrary time points. For the discrete Q-SLTQ problem, if orders are with nonuniform lengths, we prove the nonexistence of online strategies with bounded competitive ratios; otherwise if orders are with unit length but various weights, we present an optimal online strategy.     

Promoting Public Trust in Public Organizations: Explaining the Role of Public Accountability

This paper is aimed at explaining the role of public accountability in promoting public trust in public organizations. Initially a conceptual model was developed. Then, the model was tested empirically in Iran. The result shows that public accountability influences the public trust by improving citizens’ satisfaction. In other words, legal, ethical, financial, functional, and utmost political accountability affect public trust through influencing citizens’ satisfaction. This study also confirms that changes in social trust, citizens’ trust in government, and media will moderate trust in public organizations.

GETTING IT DONE: DYNAMIC INCENTIVES TO COMPLETE A PROJECT

A principal wants an agent to complete a project. The agent undertakes unobservable effort, which affects in each period the probability that the project is completed. We characterize the contracts that the principal sets, with and without commitment. With full commitment, the contract involves the agent's value and wage declining over time, in order to give the agent incentives to exert effort. The best sequentially rational equilibrium for the principal also involves the agent's wage declining over time, while the worst sequentially rational equilibrium for the principal has a constant wage (and is in fact the unique stationary equilibrium). The best (weakly) renegotiation‐proof equilibrium for the principal is achieved by a constant wage that maximizes the principal's payoff, conditional on wages being constant. We compare these solutions to the efficient outcome.     

Joint Ordering and Pricing Strategies for Managing Substitutable Products

Starr and Rubinson (1978) develop a model to establish the relationship between product demand and relative prices. The notion of relative prices motivates us to consider a situation in which a retailer would either charge the same retail price for all products if he adopts a ‘fixed’ pricing strategy or charge different prices for different products if he adopts a ‘variable’ pricing strategy. In this paper, we develop a base model with deterministic demand that is intended to examine how a retailer should jointly determine the order quantity and the retail price of two substitutable products under the fixed and variable pricing strategies. Our analysis indicates that the optimal retail price under the variable pricing strategy is equal to the optimal retail price under the fixed pricing strategy plus or minus an adjustment term. This adjustment term depends on product substitutability and price sensitivity. We also present two different extensions of our base model. In the first extension, our analysis indicates that the underlying structure of the optimal retail price and order quantity is preserved when there is a limit on the total order quantity. The second extension deals with the issue of retail competition. Relative to the base case, we show that the underlying structure of the optimal retail price and order quantity is preserved in a duopolistic environment. Moreover, our analysis suggests that both retailers would adopt the variable pricing strategy at the equilibrium.     

Getting What You Pay For—Strategic Process Improvement Compensation and Profitability Impact

Profit‐maximizing firm owners who incentivize their managers with a bonus for process improvement create an intentional misalignment of their own objective and management attention. From the viewpoint of a single firm, such a local misalignment can never be profitable, but in this study we take a wider strategic perspective by investigating cost‐reducing process improvements of two firms competing in a Cournot market. We find that the use of a process improvement bonus (by firm A) can be profitable, by affecting the competitor's decision making. Informed about the reward structure at firm A, which provides an incentive for process improvement and thereby for increased production at that firm, the manager of the competing firm (B) is inclined to produce less if the owner of firm B only rewards profit. This leads to a higher profit for firm A. However, we also show that firm B's best strategy is to also offer a process improvement bonus, even if that firm is a cost laggard (with higher costs for process improvement), and that this leads to reduced profit for both firms in many situations unless one of them is sufficiently superior in its ability to improve processes. These results are robust for uncertain process improvement outcomes, multidimensional process improvement decisions, and information asymmetry in the owner–manager relationship.     

企业违规行为与最优随机打击——一个实验研究

针对企业违规问题,在考虑企业风险偏好和决策理性程度异质的基础上建立模型,分析在面对监管打击时准完全理性企业群体和存在社会学习过程的有限理性企业群体的不同反应,借鉴最优随机打击理论,提出在资源约束条件下利用完全随机打击和随机分组打击两种方式对抑制两类企业群体的违规会得到不同的效果,通过实验对企业违规水平与监管部门的检查打击力度以及相同检查打击力度下不同实施方式间的关系进行验证。研究结果表明,企业违规水平与检查打击力度呈单调递减关系,但有限理性企业群体与检查打击力度呈二次曲线关系,准完全理性企业群体与检查打击力度呈线性关系;在相同的检查打击力度下,准完全理性群体在低检查打击力度时的违规比例会高于有限理性群体,在较高检查打击力度且完全随机检查打击方式下的违规比例会低于有限理性群体,在检查打击力度同样较高且采用随机分组打击方式的情况下,两群体的违规比例水平基本相当。此外,随机分组打击方式相对于完全随机打击方式对有限理性企业违规水平的降低效果更为明显。研究结论可以为监管部门选择打击方式提供参考。     

INFORMATION SHARING IN COMMON AGENCY: WHEN IS TRANSPARENCY GOOD?

When should principals dealing with a common agent share their individual performance measures about the agent's unobservable effort for producing a public good? In a model with two principals who offer linear incentive schemes, we show that information sharing always increases total expected welfare if the principal who is less informed about the agent's effort also cares more about the agent's output. If the less‐informed principal cares somewhat (but not too much) less than the other principal about the agent's output, information sharing reduces total expected welfare. In our model the efficient information regime emerges as an equilibrium outcome. (JEL: D82, D86, M52)     

Inventory‐Related Compensation in Decentralized Organizations

We consider a principal agent problem in a decentralized organization. The agent holds private precontracting information with respect to an uncertain demand in a single period setting. Being head of a profit center, his only task is to determine the optimal order quantity. We show that using a profit share as the only performance measure to incentivize the agent creates agency costs. In fact, offering a menu of profit‐sharing contracts to the agent to pick from, requires rent payments to motivate the agent to always choose the desired contract. This result still holds if a fixed payment is added. Using an inventory‐related component as a third measure, however, allows one to solve the agency problem and to achieve first best outcomes. Precisely, each contract needs to specify a bonus or a penalty conditioned on the inventory level at the end of the selling season combined with a profit share and a fixed pay. The paper not only demonstrates that first best can be achieved in the described setting, it also provides a theoretical explanation for the observed practice of using inventory‐related compensation elements, such as service‐level agreements, in organizations.     

Does the compensation level of outside director depend on its personal profile? Some evidence from UK

Combining human capital theory and equity theory, we developed and tested a model in which the outside directors’ total cash compensation is related to the outsider’s profile, as well as to the board and firm characteristics. Consistent with our model, characteristics of the outsider’s profile, in terms of his/her role and responsibility, meeting activities and length of service, are relevant. Only the director’s popularity, as a part of his/her human capital, has a significant effect on his/her compensation. Our empirical results confirm the necessity to create a stronger link between the remuneration policies of the outsider directors and their contribution in a board, in terms of human capital. The remuneration policies adopted by firms should be linked to practices on corporate governance useful for helping outsiders contribute confidently to their work of the board and receive ongoing support and information so they can develop their understanding of the total environment within they work. Then, we suggest having recourse to qualifications and professional skills as well as to specific training or board induction programmes defined by firms themselves. Finally, the Combined Code should promote the adoption and spreading of such practices on market.     

THE HIDDEN COSTS AND RETURNS OF INCENTIVES—TRUST AND TRUSTWORTHINESS AMONG CEOs

We examine experimentally how Chief Executive Officers (CEOs) respond to incentives and how they provide incentives in situations requiring trust and trustworthiness. As a control we compare the behavior of CEOs with the behavior of students. We find that CEOs are considerably more trusting and exhibit more trustworthiness than students—thus reaching substantially higher efficiency levels than students. Moreover, we find that, for CEOs as well as for students, incentives based on explicit threats to penalize shirking backfire by inducing less trustworthy behavior—giving rise to hidden costs of incentives. However, thxe availability of penalizing incentives also creates hidden returns: if a principal expresses trust by voluntarily refraining from implementing the punishment threat, the agent exhibits significantly more trustworthiness than if the punishment threat is not available. Thus trust seems to reinforce trustworthy behavior. Overall, trustworthiness is highest if the threat to punish is available but not used, while it is lowest if the threat to punish is used. Paradoxically, however, most CEOs and students use the punishment threat, although CEOs use it significantly less. (JEL: C91, C92, J30, J41)     

Crowding Effects and Work Ethics

Abstract. This paper analyses optimal contracts in a principal–agent model where the agent is intrinsically motivated, and there is an endogenous relationship between the structure of incentive payments and intrinsic motivation (crowding effects). The analysis shows that crowding effects have implications for the optimal contract, and that, under some conditions, the principal can make better achievements without implementing any economic incentives. Furthermore, it is shown that when high‐powered incentives reduce intrinsic motivation (crowding‐out), the first‐best solution in a principal–agent framework is unattainable.     

Large Risks,Limited Liability,and Dynamic Moral Hazard

We study a continuous‐time principal–agent model in which a risk‐neutral agent with limited liability must exert unobservable effort to reduce the likelihood of large but relatively infrequent losses. Firm size can be decreased at no cost or increased subject to adjustment costs. In the optimal contract, investment takes place only if a long enough period of time elapses with no losses occurring. Then, if good performance continues, the agent is paid. As soon as a loss occurs, payments to the agent are suspended, and so is investment if further losses occur. Accumulated bad performance leads to downsizing. We derive explicit formulae for the dynamics of firm size and its asymptotic growth rate, and we provide conditions under which firm size eventually goes to zero or grows without bounds.     

Contracting with Imperfect Commitment and the Revelation Principle: The Single Agent Case

This paper extends the revelation principle to environments in which the mechanism designer cannot fully commit to the outcome induced by the mechanism. We show that he may optimally use a direct mechanism under which truthful revelation is an optimal strategy for the agent. In contrast with the conventional revelation principle, however, the agent may not use this strategy with probability one. Our results apply to contracting problems between a principal and a single agent. By reducing such problems to well‐defined programming problems they provide a basic tool for studying imperfect commitment.     

The Impact of Information Sharing on Supply Chain Performance under Asymmetric Information

The use of screening contracts is a common approach to solve supply chain coordination problems under asymmetric information. One main assumption in this context is that managers without specific incentives would rather use their private information strategically than reveal it truthfully. This harms supply chain performance. This study investigates the impact of information sharing in a principal‐agent setting that is typical for many supply chain transactions. We conduct a laboratory experiment to test whether information sharing has an influence on supply chain coordination. We find that information sharing within the supply chain has two positive effects. First, information sharing reduces the inefficiencies resulting from information deficits if there is a certain amount of trust in the supply chain. Second, communication can limit out‐of‐equilibrium behavior with a small impact on the firm's own payoff, but a large impact on the supply chain partner. Furthermore, we find that both effects are amplified when communication takes place in an environment that allows the less informed supply chain party to punish or to reward the better informed party. Although our extended mechanisms substantially enhance the poor performance of the theoretically optimal coordination contract menu, we find no mechanism that implements supply chain performance superior to the theoretically predicted second‐best level.     

Does strategic corporate performance depend on corporate financial architecture? Empirical study of European,Russian and other emerging market’s firms

Performance of the firm depends on its structural dimensions: capital structure, ownership structure and corporate governance. Their interactions are known as corporate financial architecture according to S. Myers. In this paper we analyze financial architecture which is a mix of ownership structure, capital structure, control and board’s composition, and therefore, provides the given framework for improving corporate performance. We contribute to the literature by different attributes of our study. In contrast to most empirical papers on performance, we develop integrated rather than segmented approach combining the intrinsic components of corporate financial design in one research model. We introduce new variable to capture the structure of ownership for the purpose of performance analysis. Our third contribution is based on comparative analysis of the influence of financial architecture over corporate performance in rather different capital market environment: developed European and emerging (developing) capital market’s countries. We start with a classic empirical model of the impact of ownership structure, capital structure and other components of financial architecture on the corporate performance. Further we verify the validity of exogenous nature of key variables of the classic model when applying it to companies in developed and emerging market environment. Our results could have some important policy implications for the firms in normal economic environment as well as in the period of global economic crisis. We found that the higher proportion of related ownership which indicates investors with significant voting power and the board’s composition affect firm performance positively. The related shareholders and independent directors seem to add more value to firms while the impact of government ownership differs depending on the country. The emerging market’s sample versus the one from developed countries proves the stronger influence of corporate financial architecture over performance.