Communication Breakdown: Consultation or Delegation from an Expert with Uncertain Bias
When communicating with an uninformed decision maker, the motives behind an expert's message are often unclear. To explore this and investigate its impact on organizational design, we extend the cheap-talk model of Crawford and Sobel (1982) to allow for uncertainty over the expert's bias. We find that, in contrast to Dessein (2002), it is possible that the decision maker prefers communication to delegation; that is, it can be optimal for a decision maker to retain control and to solicit advice from the expert.
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Volume (Year): 10 (2010)
Issue (Month): 1 (August)
Pages: 1-29
| Handle: | RePEc:bpj:bejtec:v:10:y:2010:i:1:n:34 |
| Contact details of provider: | Web page: https://www.degruyter.com
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| Order Information: | Web: https://www.degruyter.com/view/j/bejte |
References listed on IDEAS
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- Morgan, John & Stocken, Phillip C, 2003.
" An Analysis of Stock Recommendations,"
RAND Journal of Economics,
The RAND Corporation, vol. 34(1), pages 183-203, Spring.
- Morgan, J. & Stocken, P., 1998. "An Analysis of Stock Recommendations," Papers 204, Princeton, Woodrow Wilson School - Public and International Affairs.
- Li, Ming & Madarász, Kristóf, 2008. "When mandatory disclosure hurts: Expert advice and conflicting interests," Journal of Economic Theory, Elsevier, vol. 139(1), pages 47-74, March. Full references (including those not matched with items on IDEAS)
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