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Strategic information revelation when experts compete to influence

Strategic information revelation when experts compete to influence We consider a persuasion game between a decision‐maker and a set of experts. Each expert is identified by two parameters: (i) “quality” or his likelihood of observing the state (i.e., learning what the best decision is) and (ii) “agenda” or the preferred decision that is independent of the state. An informed expert may feign ignorance but cannot misreport. We offer a general characterization of the equilibrium. From the decision‐maker's standpoint, (a) higher quality is not necessarily better, (b) extreme agendas are always preferred, and (c) the optimal panel may involve experts with identical (rather than conflicting) agendas. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Rand Journal of Economics Wiley

Strategic information revelation when experts compete to influence

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References (33)

Publisher
Wiley
Copyright
© The RAND Corporation
ISSN
0741-6261
eISSN
1756-2171
DOI
10.1111/1756-2171.12029
Publisher site
See Article on Publisher Site

Abstract

We consider a persuasion game between a decision‐maker and a set of experts. Each expert is identified by two parameters: (i) “quality” or his likelihood of observing the state (i.e., learning what the best decision is) and (ii) “agenda” or the preferred decision that is independent of the state. An informed expert may feign ignorance but cannot misreport. We offer a general characterization of the equilibrium. From the decision‐maker's standpoint, (a) higher quality is not necessarily better, (b) extreme agendas are always preferred, and (c) the optimal panel may involve experts with identical (rather than conflicting) agendas.

Journal

The Rand Journal of EconomicsWiley

Published: Sep 1, 2013

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