A committee makes a decision on a project on behalf of “the public.” Members of the committee
agree on the a priori value of the project, and hold additional private information about its …

It is often assumed that bad corporate performance means a bad CEO. The task of a board
of directors is then simple: dismiss the executive. If it fails to do so, the board is said to be …

The effect of organizational communication structure on performance is studied using a project
selection framework in which heterogeneous, rational agents can reject or accept projects…

Transparent decision‐making processes are widely regarded as a prerequisite for the working
of a representative democracy. It facilitates accountability, and citizens might suspect that …

Organizational theory has construed complexity as an objective characteristic of either the
structure or the behaviour of an organization. We argue that to further our understanding it …

Can reputational concerns do any good? Economists have shown how they lead agents to
ignore valuable information, to herd, and to become overly risk averse. We explore how they …

Some committees are made up of experts, persons who care both about the matter at hand
and about coming across as able decision makers. We show that such committees would like …

We examine centralized versus decentralized decision making when experience of agents
is private information and communication is necessary to learn from others. An agent has …

We study Sender-optimal signaling equilibria with cheap talk and money-burning. Under
general assumptions, the Sender never uses money-burning to reveal all states, but always …

This paper analyses the relationship between organizational complexity (the degree of detail
of information necessary to correctly assign agents to positions), robustness (the relative …