Bureaucratic minimal squawk behavior: theory and evidence from regulatory agencies
This paper argues that bureaucrats are susceptible to 'minimal squawk' behavior. I develop a simple model in which a desire to avoid criticism can prompt, otherwise public-spirited, bureaucrats to behave inefficiently. Decisions are taken to keep interest groups quiet and mistakes out of t...
| 第一著者: | |
|---|---|
| フォーマット: | Working paper |
| 出版事項: |
University of Oxford
2007
|