Publisher:
LUISS Guido Carli, Department of Economics and Business, Arcelli Centre for Monetary and Financial Studies, Rome
Abstract:
A firm's decision of obeying environmental regulatory standards depends crucially on its chances of being detected and on the costs it must bear in case of detection. We investigate the relationship between the amount of resources devoted to environmental monitoring and the extent of non-compliancy, using a game theoretical model to capture the strategic implications of the monitoring process. In our model a population of firms, each of whom decides whether or not to be compliant, and a monitoring agency, that can detect non-compliance only by monitoring signals, strategically interact (more precisely, each firm interacts both with the monitoring agency and all other firms). In particular, each firm produces a signal, the distribution of which is (not perfectly) correlated with its behavior, while the agency, that is resource constrained, chooses some (optimal) fraction of the signals to monitor; hence, the probability of being monitored for each firm depends crucially on the behavior of both the monitoring agency and all other firms. Simply put, if a large fraction of firms chooses not to obey regulatory standards, the probability of being monitored for non-compliant firms is small. The main consequence of the strategic interaction among firms is that a more aggressive monitoring policy may end up relaxing the resource constraint of the monitoring agency as long as enough firms, perceiving a higher chance of being detected, become compliant. In fact, while in a framework with no strategic interaction a more aggressive monitoring policy simply induces a larger fraction of firms to be compliant (we call this e!ect, recognized by Becker and Stigler in their seminal contributions, 'impact effect'), in our model a more aggressive monitoring policy also implies a higher probability of being monitored for the remaining non-compliant firms, and, in turn, implies a further switch to compliancy. We show that this further switch, that we call 'magnification effect', can be very relevant; hence, when monitoring policies are to be designed, our advice is to take strategic interaction among firms in the right consideration.