We show that when leaders share some of their information with subordinates, decision-making is subject to a motivational bias; leaders make the decisions their subordinates want to see. As this bias increases with the quality of the shared information, an improvement of an organisation's...

Washington's `revolving door' -the movement from government service into the lobbying industry- is regarded as a major concern for policy-making. We study how ex-government staffers benefit from the personal connections acquired during their public service. Lobbyists with experience in the...

Tenured public officials such as judges are often thought to be indifferent to the concerns of the electorate and, as a result, potentially lacking in discipline but unlikely to pander to public opinion. We investigate this proposition empirically using data on promotion decisions taken by...

Tenured public officials such as judges are often thought to be indifferent to the concerns of the electorate and, as a result, potentially lacking in discipline but unlikely to pander to public opinion. We investigate this proposition empirically using data on promotion decisions taken by...

An influential literature has used the aftermath of terrorist attacks to estimate large effects of police street deployment on crime. However, the elasticities obtained in these settings may not easily extrapolate to more standard circumstances. This paper exploits a natural experiment that...