Perceptual Deterrence Theory

Author(s):  
Ray Paternoster ◽  
Ronet Bachman
2020 ◽  
Author(s):  
Jessica L. Buchanan ◽  
Benjamin P. Commerford ◽  
Elaine Ying Wang

Informed by Perceptual Deterrence Theory, we conduct multiple experiments to investigate when and how auditor actions can help deter manager opportunism. In Study 1A we find that managers are less likely to use real earnings management (REM) when they expect auditors to both increase scrutiny and communicate their observations to the board. However, this effect occurs only when managers' operational decisions are inconsistent (versus consistent) with peer behavior. Study 1B findings suggest that increased auditor scrutiny alone (without auditor-board communication) is not likely to deter REM. In Study 2, we find that increased auditor scrutiny with communication to the board effectively deters both accruals-based earnings management (AEM) and REM, reducing the total level of manager opportunism. However, without communication, increased auditor scrutiny deters AEM, but also induces more REM. Our findings highlight the importance of auditor-board communication and demonstrate how auditor actions can contribute to the deterrence of manager opportunism.


Author(s):  
Matthew Kroenig

This chapter provides a summary introduction to the book. It explains the central question the book addresses and why it is important. Namely, it asks why academic nuclear deterrence theory maintains that nuclear superiority does not matter, but policymakers often behave as if it does. It then provides a brief explanation of the answer to this question: the superiority-brinkmanship synthesis theory. It discusses the implications of the argument for international relations theory and for US nuclear policy. In contrast to previous scholarship, the argument of this book provides the first coherent explanation for why nuclear superiority matters even if both sides possess a secure, second-strike capability. In so doing, it helps to resolve what may be the longest-standing, intractable, and important puzzle in the scholarly study of nuclear strategy. It concludes with a description of the plan for the rest of the book.


1991 ◽  
Vol 22 (1) ◽  
pp. 79 ◽  
Author(s):  
Scott D. Sagan ◽  
Paul K. Huth ◽  
Paul C. Stern ◽  
Robert Axelrod ◽  
Robert Jervis ◽  
...  
Keyword(s):  

2020 ◽  
Vol 7 (1) ◽  
Author(s):  
Christopher T Robertson ◽  
K Aleks Schaefer ◽  
Daniel Scheitrum ◽  
Sergio Puig ◽  
Keith Joiner

Abstract Economic insights are powerful for understanding the challenge of managing a highly infectious disease, such as COVID-19, through behavioral precautions including social distancing. One problem is a form of moral hazard, which arises when some individuals face less personal risk of harm or bear greater personal costs of taking precautions. Without legal intervention, some individuals will see socially risky behaviors as personally less costly than socially beneficial behaviors, a balance that makes those beneficial behaviors unsustainable. For insights, we review health insurance moral hazard, agricultural infectious disease policy, and deterrence theory, but find that classic enforcement strategies of punishing noncompliant people are stymied. One mechanism is for policymakers to indemnify individuals for losses associated with taking those socially desirable behaviors to reduce the spread. We develop a coherent approach for doing so, based on conditional cash payments and precommitments by citizens, which may also be reinforced by social norms.


Sign in / Sign up

Export Citation Format

Share Document