Abstract
This study shows how an informed advisor can use selective information revelation to divert the agenda of a decision maker. An advisor is likely to employ diversion when the decision maker is restricted in the scope of her actions by time, resource, or institutional constraints. The incentive for diversion and the suspicion it engenders in the decision maker reduce the amount of information that can be conveyed by an advisor in two important ways: (1) by expanding the strategic conditions under which no information can be conveyed and (2) by reducing the strategic conditions under which complete information can be conveyed.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.