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Behind the Revolving Door: A New View of Public Utility Regulation

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Author Info
David J. Salant

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Abstract

Regulatory officials frequently work for firms they regulate after they leave office. This revolving door has been the subject of much scrutiny owing to the natural suspicion of corruption. In a time-dependent supergame, I take a strategic look behind the revolving door and find it can lead to improved performance of regulated industries. When firm managers and regulators have finite and concurrent terms, investment incentives are minimal. Staggered terms and revolving doors can result in improved performance of regulated firms when each side's actions at each date are contingent on past outcomes.

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Publisher Info
Article provided by The RAND Corporation in its journal RAND Journal of Economics.

Volume (Year): 26 (1995)
Issue (Month): 3 (Autumn)
Pages: 362-377
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Handle: RePEc:rje:randje:v:26:y:1995:i:autumn:p:362-377

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  1. Estache, Antonio & Martimort, David, 1999. "Politics, transaction costs, and the design of regulatory institutions," Policy Research Working Paper Series 2073, The World Bank. [Downloadable!]
  2. Eric Helland & Michael Sykuta, 2002. "Regulation and the Evolution of Corporate Boards: Monitoring, Advising or Window Dressing?," Claremont Colleges Working Papers 2002-27, Claremont Colleges. [Downloadable!]
  3. Theo Offerman & Jan Potters and Harry A.A. Verbon, 1999. "Cooperation in an Overlapping Generations Experiment," Tinbergen Institute Discussion Papers 99-019/1, Tinbergen Institute. [Downloadable!]
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