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Austensmith Feddersen (2008) - Public Disclosure Private Revelation Or Silence (view source)
Revision as of 21:50, 4 April 2010
, 21:50, 4 April 2010New page: ==Reference(s)== Austen-Smith, D. and T. Feddersen (2008), Public Disclosure, Private Revelation or Silence: Whistleblowing Incentives and Managerial Policy, Kellogg School of Management W...
==Reference(s)==
Austen-Smith, D. and T. Feddersen (2008), Public Disclosure, Private Revelation or Silence: Whistleblowing Incentives and Managerial Policy, Kellogg School of Management Working Paper. [http://www.edegan.com/pdfs/AustenSmith%20Feddersen%20(2008)%20-%20Public%20Disclosure%20Private%20Revelation%20or%20Silence.pdf pdf] ([http://www.edegan.com/repository/AustinSmith%20Feddersen%20(2008)%20-%20Whistleblowing%20--%20Handout.pdf Class Handout] and [http://www.edegan.com/repository/AustinSmith%20Feddersen%20(2008)%20-%20Whistleblowing%20--%20Slides.ppt Class Slides], © Bo Cowgill and Tarek Ghani)
==Abstract==
The public revelation of organizational wrongdoing by insiders, whistleblowing, is widely reported, economically signi?cant and can be extremely costly to the whistleblowers. We develop a model of whistleblowing involving a manager and an employee. Each has a privately known type that specifes the relative weight placed on social rather than personal payoffs. The manager chooses a whistleblowing policy consisting of conditional penalties for various employee actions; the employee observes the policy and chooses between saying nothing, revealing a (privately observed) socially costly violation to the manager, or whistleblowing. Given common knowledge of manager types we characterize equilibrium whistleblowing policies and employee behavior. We show that there may be a nonmonotonic relationship between the severity of the violation and the likelihood of whistleblowing. When manager types are private information we provide suffcient conditions for a separating equilibrium. Managerial choice of whistleblowing policies thus serves a dual purpose: providing incentives for reporting violations and providing information to employees regarding the willingness of the manager to fix violations that are privately reported.
Austen-Smith, D. and T. Feddersen (2008), Public Disclosure, Private Revelation or Silence: Whistleblowing Incentives and Managerial Policy, Kellogg School of Management Working Paper. [http://www.edegan.com/pdfs/AustenSmith%20Feddersen%20(2008)%20-%20Public%20Disclosure%20Private%20Revelation%20or%20Silence.pdf pdf] ([http://www.edegan.com/repository/AustinSmith%20Feddersen%20(2008)%20-%20Whistleblowing%20--%20Handout.pdf Class Handout] and [http://www.edegan.com/repository/AustinSmith%20Feddersen%20(2008)%20-%20Whistleblowing%20--%20Slides.ppt Class Slides], © Bo Cowgill and Tarek Ghani)
==Abstract==
The public revelation of organizational wrongdoing by insiders, whistleblowing, is widely reported, economically signi?cant and can be extremely costly to the whistleblowers. We develop a model of whistleblowing involving a manager and an employee. Each has a privately known type that specifes the relative weight placed on social rather than personal payoffs. The manager chooses a whistleblowing policy consisting of conditional penalties for various employee actions; the employee observes the policy and chooses between saying nothing, revealing a (privately observed) socially costly violation to the manager, or whistleblowing. Given common knowledge of manager types we characterize equilibrium whistleblowing policies and employee behavior. We show that there may be a nonmonotonic relationship between the severity of the violation and the likelihood of whistleblowing. When manager types are private information we provide suffcient conditions for a separating equilibrium. Managerial choice of whistleblowing policies thus serves a dual purpose: providing incentives for reporting violations and providing information to employees regarding the willingness of the manager to fix violations that are privately reported.
