Discussion Paper No. 949

HIERARCHICAL EXPERIMENTATION

Chia-Hui Chen
Junichiro Ishida

October 2015

The Institute of Social and Economic Research
Osaka University
6-1 Mihogaoka, Ibaraki, Osaka 567-0047, Japan

Hierarchical Experimentation
Chia-Hui Chen∗ and Junichiro Ishida†
October 7, 2015

Abstract
We consider a bandit problem faced by a team of two heterogeneous players. The
team is hierarchical in that one (the principal) retains the exclusive right to terminate theproject while the other (the agent) focuses strictly on implementing the project assigned
to him. As a key departure, we assume that the principal may be privately informed
about the project quality. In contrast to the existing literature, the belief in our model
is generally non-monotonic: while each failure makes the agent less confident in the
project, the uninformed principal drops out gradually over time, which partially restores
his confidence. We derive explicit solutions for the agent’s effort and the principal’s
exit decisions, which allow us to obtain a full characterization of the equilibrium. We
also discuss the role of effort monitoring in this context and suggest a new rationale fordelegation.

JEL Classification Number: D82, D83
Keywords: bandit problems, experimentation, hierarchy, role specialization, war of attrition,delegation.
∗†

Institute of Economic Research, Kyoto University. Email: chchen@kier.kyoto-u.ac.jp
Institute of Social and Economic Research, Osaka University. Email: jishida@iser.osaka-u.ac.jp

1

Introduction

Suppose that a manager and a worker jointly experiment with a project of unknown quality.
The team is organized hierarchically with clear role specialization where the manager retains
the exclusive right to decide when to terminate the project while the worker focuses strictly
on running the project assigned to him. There is asymmetry of information between thetwo parties: the manager has access to her own sources of information and is hence better
informed about the prospect of the project. The worker knows that the manager has superior
information, but does not know precisely what she knows, in particular how much confidence
she has in the project.
The fact that the manager may be privately informed about the project quality totally
alters the strategic nature of the problem, because her termination (or continuation) decisions
partially reveal her private information. Conducting experiments in this environment thenyields two conflicting effects. On one hand, as time lapses without any sign of success, skepticism about the project looms large and naturally diminishes the worker’s motivation. On theother hand, given that the project survives, the fact that the principal has not terminatedthe project reflects her confidence, which partially restores the worker’s motivation. The
latter possibility is the novel aspect of this situation which sets it apart from the standard
setup of experimentation. How should the worker allocate his effort over time in such anenvironment? At what point should the manager give up and terminate the project? And
most importantly, how do these decisions dynamically interact with each other?
Examples of this situation abound in reality. Searching for new ideas and innovations
by trial and error is obviously an essential aspect of economic activities. Truly valuable
innovations are very rare to come by, however, because they require many different qualities
such as vision and leadership to set the right course of action and relentless effort to workthrough adversities. Since it is very difficult, or nearly impossible, for a single individual toprovide all those qualities, this whole process often involves decisions of many individuals
at various stages. In most firm organizations, for instance, key strategic decisions are madeby higher-level officers because they tend to possess superior information and judgement. In
many cases, though, resources required for production, such as time and expertise, reside withlower-level workers, and various operational decisions must be delegated to them. In principle,
a similar pattern of role specialization emerges more or less when a group of individuals withdifferent degrees of experience jointly engage in a project of exploratory nature, examples ofwhich range from a fledgling entrepreneur working with a venture capitalist on a businessstartup to a graduate student collaborating with a professor on a research project.

1Given the ever increasing complexity of economic activities, some extent of role specialization, as dictated by comparative advantages, is clearly indispensable. The vast majority of
production units are in fact organized in a hierarchial manner with clear role specialization, as
exemplified by the separation of planning and execution – a hallmark of modern corporations.
As is often the case, however, the presence of information asymmetry hampers collaborationsof this kind. When valuable information is dispersed within a team, informed parties may
attempt to hide undesirable information while uninformed ones may haggle to squeeze it,
thereby limiting the benefit of role specialization and the team’s ability to experiment withnew ideas.
To analyze this dynamic conflict and its consequences, we consider a bandit problem faced
by a team of two players, referred to as the principal and the agent, who are endowed withdifferent sets of productive resources. The basic setup builds on a standard (two-armed)
bandit problem where the team owns a project to experiment with, which is either good or
bad and can succeed only if it is good. We extend this canonical setup in two importantways. First, the team we consider here is hierarchical in the sense described above: at each
instance, the agent chooses how much effort to supply to the project; conditional on no
success having occurred, the principal decides whether to terminate the project. Second, we
assume that the principal is potentially better informed about the project quality than theagent. To be more precise, she knows that the project is good for sure with some probability(the informed type), whereas she has no more information than the agent with the remaining
probability (the uninformed type). The principal’s type, either informed or not, is her private
information which the agent cannot observe directly. The game ends either when the agent
attains a success or when the principal decides to terminate the project.
We obtain several findings within this framework. First, we derive explicit solutions
for the agent’s effort level and the principal’s exit rate, which allow us to obtain a fullcharacterization of the equilibrium. We in particular show that despite rather complicateddynamic interactions, the equilibrium of our model takes a very simple form consisting of at
most three phases:
1. Experimentation phase: The agent supplies maximum effort, and the uniformed typenever drops out. The game in this phase is like a standard two-armed bandit problem
with one safe arm where the belief monotonically decreases over time.
2. Screening phase: The agent lowers the effort level to screen out the uniformed typewho starts dropping out gradually over time. The game in this phase is like the war of
attrition with implementation delays on the equilibrium path. The screening phase is2the defining feature of our model which would never arise under complete information.
3. No-uncertainty phase: Only the informed type survives and all the uncertainty regarding the project quality is resolved. The agent supplies maximum effort indefinitely until
he attains a success.
Each of the first two phases may or may not exist while the final no-uncertainty phase always
exists, meaning that the equilibrium of our model is characterized by the lengths of the firsttwo phases.
A key determining factor of the nature of the equilibrium – in particular the lengths of
the first two phases – is the initial prior belief. Note that the belief of our model is definedin two dimensions: the belief that the principal is informed, and the belief that the projectis good, conditional on the principal being uninformed. Interestingly, although an increasein either dimension enhances the agent’s prior confidence in the project, each comes witha totally different, and in fact opposite, welfare implication. In general, an increase in theformer shortens the screening phase and is welfare-improving whereas an increase in the latter
prolongs it and is welfare-reducing.1 As a practical interpretation, one may argue that moretrust in the principal’s evaluation ability or “vision” raises efficiency but a more optimistic
outlook on the project harms welfare.
The equilibrium is often, though not always, inefficient largely due to the the screening
phase which necessarily entails an implementation delay.2 During the screening phase, theagent keeps his effort inefficiently low to screen out the uniformed type who responds by
dropping out gradually over time. This draws clear contrast to the efficient allocation underwhich the agent always supplies maximum effort to the project until the belief falls below
some threshold, and the uninformed type terminates once and for all at the threshold belief.
We also discuss the role of effort monitoring in this dynamic context. When effort isobservable, an additional increment of effort directly lowers the uninformed type’s belief. As
this forces the uninformed type to drop out at a faster pace, the agent has an extra incentive
to raise effort. An interesting point is that although one may think that this can only benefit
the agent, this conjecture does not always hold true in this setup: the agent’s expected payoff
can either increase or decrease with observable effort. To see why, it is important to notethat the uninformed type’s continuation payoff depends on the current belief as well as the
expected future effort sequence. On one hand, when the agent supplies more effort, the belief
1
To be more precise, we obtain this result when the initial project quality, i.e., the initial prior probabilityof the project being good conditional on the agent’s information set, is fixed.
2
The efficient benchmark here is the case with symmetric information in which the agent knows the principal’s type.

3

will decline at a faster pace, which accelerates the uninformed type’s learning and bringforward the timing of project termination. On the other hand, there is also a countervailing
effect: knowing that the agent has a stronger incentive to exert effort, the principal expects ahigher continuation payoff and is less willing to terminate the project. The agent thus faces
a time-inconsistent objective. When the latter aspect dominates the former, better effort
monitoring actually reduces the agent’s expected payoff.
Finally, our analysis illuminates that prolonged implementation delays can occur as ameans to extract the principal’s private information. One way to solve this dynamic conflictis therefore to delegate the termination right entirely to the agent, so that he would haveno incentive to wait for the principal’s action. We show that this form of delegation indeed
improves the overall efficiency of the team under some conditions even though this necessarily entails the cost of losing the principal’s potentially valuable information. The result
suggests that hiving no information at all as a team can be better than having some imperfect
information when the information is sparsely distributed.
Related literature: There are now increasingly many works, often called strategic experimentation, where a group of individuals, rather than a single individual, face bandit problems
with informational externalities among them.3 A prototype of this strand of literature, suchas Bolton and Harris (1999), Keller et al. (2005), and Bonatti and Hörner (2011), considers
the case where a team of homogeneous players collaborate on a common project (perfectly
correlated payoffs).4 In contrast, we consider a team of heterogeneous individuals who are
endowed with different sets of resources and therefore are in charge of different sets of tasks.
With few exceptions, most recent works of strategic experimentation assume that only
one type can succeed, and hence one success can resolve all the uncertainty. Due to thisstructure, which may be called the “breakthrough type,” the game effectively ends as soon
as a success is achieved.5 While breakthrough-type models are highly tractable and provide
crucial insights that would otherwise be more obscure, one inevitable consequence of thisspecification is that any player’s belief is by design monotonically decreasing over time; assuch, those models exhibit no “encouragement effect.”6 This draws clear contrast to our3

An early application of the bandit problem is Rothschild (1974). See Bergemann and Välimäki (2008) fora succinct survey.
4
Other examples of strategic experimentation include Bergemann and Välimäki (2000), Decamps andMariotti (2004), Strulovici (2010) and Klein and Rady (2011) among others. Chen and Ishida (2014) analyze
a “tenure-clock problem” in which the principal retains the right to terminate the project (or the employment
relationship). There, the situation is opposite in that the agent privately observes his own type which theprincipal attempts to uncover through experimentation.
5
Early models of strategic experimentation, such as Bolton and Harris (1999) and Bergemann and Välimäki(2000), consider a setting where the belief follows a Wiener process. However, due to the technical complexityof the Brownian model, many recent models of strategic experimentation adopt the breakthrough specification.
6
The encouragement effect is one of the analytical focuses of Bolton and Harris (1999) whereby the presence4

setting in which, even though it also retains the breakthrough-type structure, the agent’s
belief in general follows a non-monotonic path, as the continuation of the project serves as
an encouraging news for the agent.
The current model also has an inherent connection to the war of attrition under incomplete
information; in fact, it can be seen as a hybrid of experimentation and war-of-attrition models.
Our work bears certain resemblance to reputational models of bargaining in which a player
may “irrationally” stick to his own demand and never concede (Kambe, 1999; Abreu and Gul,
2000; Wolitzky, 2012). Given that a player may be irrationally stubborn, even a player who
is not has an incentive to behave as if he is stubborn, so as to convince the other party that
he will never give in. While our setup differs from theirs in many ways,7 a similar economic
principle applies to the screening phase of our game: the informed type is like the stubborn
type who never concedes, although here rationally, and the uninformed type acts as if she isinformed until the last minute.
Finally, there is a large body of literature which discusses whether and under what conditions delegation (or decentralization) dominates more centralized decision-making.8 Many
works on this topic depict delegation as a means to incorporate local information, with emphasis on the tradeoff between better information and loss of control (e.g., Aghion and Tirole,
1997; Dessein, 2002; Acemoglu et al., 2007).9 Our work is also related to this strand of literature in that it displays a virtue of delegation. Note, however, that the information structureof our setting is totally different from theirs as it is the principal who possesses superior
information, and centralized control is adopted in the first place precisely because of thisinformational advantage. As such, the way delegation works in this context in fact goes in
the opposite direction: here, delegation is a commitment device to refrain from the principal’s
information, thereby eliminating asymmetry of information that could otherwise be the cause
of inefficient implementation delays.
of other players, and the possibility that they will bring in useful information in future, provide an additional
incentive for current experimentation.
7
The most notable difference is that the uninformed type is unsure of the project quality, and must hence
gather information about it over time. This learning process is in general absent in those reputational models
of bargaining.
8
A large body of literature on this topic centers around the Revelation Principle which implies that centralized contracting cannot be dominated by hierarchial contracting. Given this fact, attention has been paid
to cases where the Revelation Principle fails to hold, e.g., due to costly communication/information processing or collusion among agents. See Mookherjee (2006) for an excellent survey from this mechanism design
perspective.
9
Aghion and Tirole (1997) analyze the impact of the allocation of authority on the incentive to acquire
information with particular focus on the distinction between real and formal authority. Dessein (2002) considers cheap talk communication in organizations, and shows that delegation emerges as the optimal choice aslong as the incentive conflict is not too large. Acemoglu et al. (2007) examine a situation where a firm must
decide whether to adopt a new technology and argue that the firm delegates control to the manager when thevalue of local information is high.

5

2

Model

Environment: We consider a problem faced by a team consisting of a principal (female) andan agent (male). The team is hierarchical and characterized by the separation of planningand execution. To be more precise, the principal is conferred authority to terminate theproject at any time. The agent is endowed with λ units of perfectly divisible resource at his
disposal and faces a canonical two-armed bandit problem in which he allocates a fraction of
his resource to implement the project.
Information: The team owns a project of unknown quality. The expected return of the
project depends on its quality θ ∈ {0, 1} which is either good (θ = 1) or bad (θ = 0). The
principal is either informed or uninformed about the project type: with probability q0 ∈ (0, 1),
she is informed and knows that the project is good for sure; with probability 1 − q0 , she isuninformed and believes that the project is good with prior probability p0 ∈ (0, 1).10 The
agent has no information of his own, aside from q0 and p0 that are common knowledge.
Project implementation: The outcome of the project is either a success or a failure ateach instance, where the agent can achieve a success or a “breakthrough” only if the project isgood. At each instance, the agent chooses how much of his resource to allocate to the project,conditional on the continuation of the game. Let at ∈ [0, λ] denote the amount of the resource
allocated at time t, which we refer to as the effort level for expositional clarity throughout theanalysis. If the agent chooses at = a for t ∈ [t, t + dt), he achieves a success with probability
at θdt.11 The outcome is publicly observable, and the game ends immediately when the agent
achieves a success. For most part, we assume that the principal cannot directly observe at .
Project termination: At each instance, conditional on no success having occurred, theprincipal chooses either to terminate the project and take the outside option or to continue
the project (for expositional purposes, we often say that the principal “drops out” when
she terminates the project). The principal terminates the project when she believes that its
continuation payoff is not high enough to justify further experimentation. The decision toterminate the project is irreversible, and the game ends once the principal chooses to exercise
this option. The value of the outside option for the principal is b which summarizes all theopportunity costs of implementing the project. The agent, on the other hand, receives apayoff of zero once the project is terminated.
10
The project type can alternatively be interpreted as reflecting the agent’s productivity or innate ability.
Under this interpretation, the principal is assumed to possess superior information about how productive theagent is, as often emphasized in social psychology as well as in works such as Benabou and Tirole (2003),
Ishida (2006) and Swank and Visser (2007).
11
This means that if the effort level is constant over time, the arrival of a success has an exponential
distribution. This specification, which is now common in the literature, is due to Keller et al. (2005).

6

Payoffs: A success yields a non-transferrable benefit, normalized to unity, to each party.
The instantaneous payoff for the principal in period t is given by
uPt = yt ,where yt = 1 if the worker attains a success and yt = 0 otherwise. The instantaneous payoff
for the agent is given byuA
t = yt − cat ,where c ∈ (0, 1) measures the effort cost (or the opportunity cost of implementing the project).
A crucial aspect of the model is that the effort cost is borne entirely by the agent, so thatthe interests of the two players are not perfectly aligned. Both players are risk neutral andmaximize the discounted sum of payoffs, with a common discount rate given by r.

3

Analysis

3.1

Equilibrium concept

Throughout the analysis, we adopt the concept of perfect Bayesian equilibrium (PBE). As
is well known, a potential problem with PBE is that it often admits a plethora of equilibria,
including those that do not appear intuitively reasonable. This is also the case in the current
setup because the following set of strategies may constitute a PBE: for some t′ , the agent
chooses at = 0 for all t ≥ t′ , and both types of the principal choose to terminate the project
altogether at time t′ .12 We argue that this is less reasonable as an equilibrium outcome, giventhat the informed type always has a strictly larger incentive to continue the project than theuninformed type: under this incentive structure, one could argue that if anyone drops out,
then the uninformed type must do so no later than the informed type. In fact, this is precisely
the spirit of the D1 criterion proposed by Banks and Sobel (1987). Throughout the analysis,
therefore, we restrict our attention to those perfect Bayesian equilibria that survive the D1
criterion, which we refer to as non-trivial for the sake of exposition.
Definition 1 A non-trivial equilibrium is a PBE satisfying the D1 criterion.
It is intuitively clear that when b is large relative to the value of a success (which isnormalized at one), there only exists an equilibrium in which the uninformed type terminates
the project immediately at time 0, resolving any information asymmetry at the outset. Since
12

Given that at = 0 for t ≥ t′ , the continuation payoff is zero for both types. This set of strategies thenconstitutes a PBE if the agent holds a very pessimistic belief off the equilibrium path and continues to choose
at = 0 even after a deviation.

7

this equilibrium is obviously uninteresting for the purpose of our study, we further restrict
our attention to the case where b is relatively small, so that the uninformed type stays in thegame for a positive duration of time.
b
Assumption 1 p0 > Br
λ where B := 1−b .

3.2

Belief updating

The informed type knows that the project is good, and as such, her belief stays constant overtime regardless of the history of the game. In contrast, both the agent and the uninformed
type gradually update their beliefs about the project quality from the observed sequence ofoutcomes. Due to the initial information asymmetry, however, they hold different expectations regarding the eventual likelihood of a success. Formally, the belief of this game is
two-dimensional and denoted by (pt , qt ), where pt denotes the belief that the project is goodconditional on the principal being uninformed while qt denotes the belief that the principal
is informed. Purely for expositional purposes, we refer to pt as the uninformed type’s belief and to qt as the agent’s belief although, more accurately, pt also constitutes part of theagent’s belief. As noted above, the initial prior (p0 , q0 ) is a key parameter of the model whichcharacterizes the underlying production environment.
For a given effort sequence {as }s∈[0,t] up to time t, the uninformed type’s belief is computed
as
Rt

pt =

p0 e− 0 as ds

Rt

1 − p0 + p0 e− 0 as ds,(1)

provided that the game still continues. As is well known, the law of motion for the belief isgiven byṗt = −at pt (1 − pt ).
The uninformed type’s belief pt is relatively simple and well-behaved as it only depends on
at . With at bounded between 0 and λ, one can see that it is always continuous and weakly
decreasing in t.
It is, on the other hand, more complicated to compute the agent’s belief, as it depends
on the rate at which the principal terminates the project as well as his own effort choice. In
principle, both types of the principal can terminate the project when the continuation payoff
is sufficiently low compared to the value of the outside option. As it turns out, though,we can show that the informed type never drops out under Assumption 1 (see Lemma 1
below). Except for some point masses at which the uniformed type terminates the project8

with positive probability (with an infinite density), the principal’s termination strategy canbe represented by an exit rate xt , which is the rate at which the uninformed type terminates
the project.
Let qt denote the agent’s belief that the principal is informed at time t. For clarity, we
sometimes refer to pA
t := qt + (1 − qt )pt as the project quality which is the probability of the
project being good conditional on the set of information available to the agent. Given thatxs ∈ [0, ∞) for s ∈ [t′ , t) (i.e., no discontinuity in qt ), the agent’s belief is computed as
Rt

qt =

Rt

qt′ e− t′ as ds

Rt(1 − qt′ )e− t′ (ps as +xs )ds + qt′ e− t′ as ds.

(2)

As above, the law of motion for the belief isq̇t = xt − (1 − pt )at qt (1 − qt ).

Unlike the uninformed type’s belief that can only go down, the agent’s belief can go up anddown, depending on the exit rate. In fact, it may not even be continuous, for the uninformed
type may terminate the project with positive probability. Throughout the analysis, we assume
that qt is left-continuous and sometimes denote the right-hand limit by q̃t := lims↓t qs toindicate “ the belief immediately after time t.”13

3.3

Some useful properties

We begin our analysis by establishing two useful properties that must hold in any non-trivial
equilibrium. The first property is that the informed type never terminates the project as we
claimed above. That is, if it is not optimal for the informed type to terminate the project attime 0, it is never optimal to do so at any subsequent time. This property is highly convenient
as it allows us to focus on the uninformed type’s problem and substantially simplifies ouranalysis.
Lemma 1 Under Assumption 1, the informed type never terminates the project in any nontrivial equilibrium.
Proof: To see this, note first that the expected instantaneous payoff for the informed typeis at whereas that for the uninformed one is pt at for any given at . It is thus clear that the
incentive to continue the project is always strictly larger for the informed type. This, alongwith the D1 criterion, means that the informed type terminates the project only if qt = 1
13
In an interval with xt < ∞, the belief is continuous and q̃t = qt . If the uninformed type terminates the
qt
project with probability π at some time t, then q̃t = (1−π)(1−q.
t )+qt9(after the uniformed type completely drops out), at which point all the uncertainty regarding
the project quality is resolved.
Given this fact, the lemma is almost self-evident. We first show that the agent chooses the
maximum effort level if there exists some T such that qt = 1 for t > T . With no uncertainty,
the current effort choice has no future implication, so that the problem is essentially a static
one where the agent only needs to maximize the instantaneous payoff (1 − c)at . Given thatc < 1, it is optimal for the agent to choose at = λ for t > T .
Since the informed type’s belief is constant, her continuation payoff is also constant when
the agent always chooses the maximum effort level. The optimal choice for the informed
type is hence either to stop now or never. Given that the agent exerts maximum effort, theinformed type chooses never to stop ifZ ∞λe−(λ+r)t dt =0

λ> b ⇔ λ > Br,λ+rwhich holds under Assumption 1.
The second useful property is that the probability that the uniformed type continues
the project must reach zero in some finite time, meaning that the uncertainty regarding the
project type will eventually be resolved at some point.
Lemma 2 There exists some finite T such that qt = 1 and at = λ for t > T in any non-trivial
equilibrium.
Proof: Suppose otherwise. For this to be the case, the uninformed type’s belief pt mustremain high enough to continue the project. This means that for any ε > 0, there must exist
some tε such that at < ε for all t > tε . However, this is not compatible with the equilibrium
condition because when ε is arbitrarily close to zero, the continuation payoff is also arbitrarilyclose to zero for any t > tε , prompting the uniformed type to terminate the project. The factthat at = λ when qt = 1 follows from the proof of Lemma 1.

3.4

The agent’s problem

As we have seen, the uninformed type completely drops out by time T and qt = 1 for allt > T . The agent chooses at = λ for t > T , knowing that the project is good for sure. The
continuation payoff for the agent from that point on is then given byZ ∞λλ(1 − c)e−(λ+r)t dt =VT =(1 − c).
λ+r
0
10Given pt and qt , the agent’s value function is
Z T

Rs
RT
Vt (pt , qt ; T ) = qt
(1 − c)as e− t (au +r)du ds + e− t (as +r)ds VTt
Z T
Rs(ps − c)as e− t (pu au +xu +r)du ds+ (1 − qt )
t

Z T
RT
Rs
= qt
(1 − c)as e− t (au +r)du ds + e− t (au +r)du VT
t
Z T

 Z T
Rs
Rs
(1 − c)as e− t (au +xu +r)du ds − (1 − pt )cas e− t (xu +r)du ds ,+ (1 − qt ) pttt

for t ≤ T .14 By the Principle of Optimality, the value function must satisfynoAVt (p, q) = max (pA − c)adt + e−(p a+(1−q)x+r)dt E[Vt+dt (p + dp, q + dq) | a] ,a∈[0,λ]where pA := q + (1 − q)p. Since∂Vtt
E[Vt+dt (p + dp, q + dq) | a] = Vt (p, q) − pa(1 − p) ∂V∂p − (pa + x − a)q(1 − q) ∂q − V̇t dt,

by letting dt → 0 and rearranging, we obtain the Bellman equation:1tqx(1 − q) ∂V
Vt (p, q) =
+
V̇
+
max
Φ
(p,
q)a
,
t
t
a∈[0,λ]∂qr + (1 − q)x
where

∂Vt
A
t
Φt (p, q) := pA − c − p(1 − p) ∂V∂p − (1 − p)q(1 − q) ∂q − p Vt (p, q).

The Bellman equation implies that the optimal effort is governed by Φt where
if Φt (pt , qt ) > 0,= λat ∈ [0, λ] if Φt (pt , qt ) = 0,=0
if 0 > Φt (pt , qt ).

Since

Z T

Z T
Rs
R
∂Vt
− ts (au +xu +r)ducas e− t (xu +r)du ds ,= (1 − q)(1 − c)as e
ds +
∂p
t
t

Z T
RT
Rs
∂Vt
=
(1 − c)as e− t (au +r)du ds + e− t (au +r)du VT
∂q
t
Z T

 Z T
Rs
R
− ts (au +xu +r)ducas e− t (xu +r)du ds ,(1 − c)as e
ds − (1 − p)
− p
t

t

14

More precisely, this expression holds when the exit rate is finite. However, the argument remains essentiallythe same even if there is a point mass in the exit rate. Suppose that the uninformed type terminates the projectwith probability π at some time τ ∈ (t, T ). In this case, the integral is improper, and theR probability thattheR
− limz↑τ tz xs ds−limz↓τ zT xs ds
uninformed type stays in the game throughout
thisinterval
is
given
by
(1
−
π)e
.
R
R
R
R
− ττ xτ ds− tT xs ds− limz↑τ tz xs ds−limz↓τ zT xs ds
With abuse of notation, we let π := 1 − eand denote e= (1 − π)ethroughout the analysis.

11

by the envelope theorem,15 we have
Z T

Rs
RT
A
Φt (p, q) = p − c − q(1 − c)as e− t (au +r)du ds + e− t (au +r)du VTt
Z TRs(1 − c)as e− t (au +xu +r)du ds,− p(1 − q)(3)twhich can be used to characterize the agent’s effort choice.

3.5

The uninformed type’s problem

The uninformed type decides when to terminate the project taking the current belief pt
as given. Clearly, it is optimal for the uninformed type to continue the project when thecontinuation payoff is strictly above b while it is never optimal when it is strictly below b.
When the continuation payoff equals b, the uninformed type may drop out at some positive
rate xt > 0. To be more precise, for a time interval in which xt ∈ (0, ∞), the uninformed
type must be indifferent between terminating and continuing, which implies the following
condition to be satisfied.
Lemma 3 If there exists an open interval I such that xt ∈ (0, ∞) for t ∈ I, then pt at = Br
for t ∈ I.
Proof: The proof follows the standard argument from the war of attrition. If the principal terminates the project at time t, she earns b; if she terminates the project at the next
instance, she earns pt at dt + b(1 − rdt − pt at dt). The uninformed principal is thus indifferent
and randomizes between terminating and continuing for any t ∈ I only if pt at = Br.
Given that at ≤ λ, Lemma 3 implies that p := Br
λ is the lowerbound of pt , below which theuniformed principal has no incentive to continue the project any further. Moreover, because
at = λ for t > T and pt is continuous, the belief must reach this lowerbound at time T , i.e.,pt > pT = p for t < T .

4

Equilibrium characterization

We have seen that in any non-trivial equilibrium, there exists some finite T such that at = λand qt = 1 for t > T with pT = p. Before time T , the uninformed type remains with somepositive probability and may gradually drop out as time passes. What, then, happens justbefore the game reaches time T ? The fact that the uninformed type persists until time T , but
15

See Milgrom and Segal (2002)

12

not beyond, implies that there must be a small number ε such that at > 0 for t ∈ (T − ε, T ].
Along with the lowerbound of pt , this suggests that there must also exist some lowerboundfor qt , so as to satisfy the agent’s incentive compatibility constraint.
Lemma 4 qT ≥ q :=

c−p

c−p
r
(1−c)+(c−p)λ+r> 1−p .

Proof: See Appendix.
Now suppose that there exists some τ < T such that at ∈ (0, λ) for t ∈ (τ, T ). We canthen show that during this interval, if it exists, the uninformed type must also drop out
at some positive (yet finite) rate to keep the agent indifferent. These indifferent conditions
imply some additional conditions that the belief pair (pt , qt ) must satisfy, which can be used
to characterize the equilibrium of the model.
Lemma 5 Suppose that there exists some τ < T such that at ∈ (0, λ) for t ∈ (τ, T ). Then,xt ∈ (0, ∞) for t ∈ (τ, T ). During this phase, at is strictly increasing in t with limt↑T at = λwhereas xt , pt and qt are all strictly decreasing with qT = q. Moreover,qt + (1 − qt )pt > c > pt ,for t ∈ (τ, T ).
Proof: See Appendix.
With the preceding results, we can now make the following statement which provides acharacterization of the equilibrium.
Proposition 1 For any given p0 and q0 , there exists τ ∈ [0, T ] such that((=0
for t ∈ [0, τ ),=λfor t ∈ [0, τ ),and xtat∈ (0, ∞) for t ∈ (τ, T ).
∈ (0, λ) for t ∈ (τ, T ),If T > τ , given pτ and q̃τ , the effort level and the exit rate follow
at =xt = − r +for t ∈ (τ, T ) where

Bre−Br(t−τ ),e−Br(t−τ ) − (1 − pτ )c
−1 + (1−p )eBr(t−τ) −(1−c)τc− 1r + r(1−c),
1−c n −nBr(t−τ )1+ Ωτ er(t−τ )n=1 1+nB ( 1−pτ ) e

P∞!
∞(1 − q̃τ )pτ
c X
1  1 − c n
1
1+
−
.
Ωτ :=
r
q̃τ (1 − c)
1 − c n=1 1 + nB 1 − pτ
13

(4)

(5)

Proof: See Appendix.
The proposition states that any non-trivial equilibrium consists of at most three phases
and is completely characterized by a pair (τ, T ). For expositional clarity, we label them asfollows:
Experimentation phase t ∈ [0, τ ]: The agent allocates all of his resource to implement the
project, and the uniformed type never drops out. The game in this phase is like a standard
two-armed bandit problem with one safe arm where a single agent allocates his resource between the two arms.
Screening phase t ∈ (τ, T ]: The agent controls his effort to screen out the uniformed principal who starts dropping out gradually over time. The game in this phase is like a war of
attrition where the agent attempts to screen out the uniformed type by controlling effort,
and the uninformed type drops out gradually over time.
No-uncertainty phase t ∈ (T, ∞): Only the informed principal survives with no uncertainty regarding the project quality.
The final no-uncertainty phase always exists in any non-trivial equilibrium whereas each of
the other two may not under certain conditions. As we will discuss below, key determining
factors of (τ, T ) are the prior belief (p0 , q0 ), and the upper bound of effort λ. In what follows,
we thus think of τ and T as functions of (p0 , q0 , λ) and examine how they depend on thoseparameters.
To construct an equilibrium of this model, it is convenient to summarize several properties
that must be satisfied by the belief pair (pt , qt ).
1. pt strictly decreases over time and reaches p at time T [Lemmas 3 and 5].
2. qt strictly decreases for t ∈ [0, τ ] and (τ, T ] with qT ≥ q (and a possible jump at timeτ ) [Lemma 5].
3. If T > τ , qT = q and qt + (1 − qt )pt > c > pt for t ∈ (τ, T ) [Lemma 5].
4. At time T , qt jumps up to one and stays there for all t > T [Lemma 2].
Note that given (4), the uniformed type’s belief at time T is obtained as
RT

pT =

p0 e−(λτ + τ as ds)
RT

1 − p0 + p0 e−(λτ + τ as ds)

14,which must equal p by property 1. Simple computation shows that
λτ +

Z T

as ds = A(p0 ) := lnτh (1 − p)p0 ip(1 − p0 ),(6)

regardless of (τ, T ), meaning that the total amount of effort over [0, T ] is fixed at A(p0 ) in any
non-trivial equilibrium. This fact then implies that since at < λ for t ∈ (τ, T ), an increase inτ must be accompanied by a decrease in T and hence T − τ .
Given the initial prior belief (p0 , q0 ) and the equilibrium strategies, τ and T are determinedso as to satisfy those four properties, with discrete jumps of qt at time T and also possibly attime τ . Note that from property 3, the screening phase cannot exist if p ≥ c, as the uninformed
type’s belief would not reach c before time T . In this case, therefore, the equilibrium takes avery simple form: the agent chooses at = λ for all t, and the uninformed type drops out once
and for all at time T when the agent’s belief reaches p.
If c > p, on the other hand, the equilibrium may involve the screening phase. To actuallyconstruct an equilibrium, we first suppose that xt < ∞ for t ∈ [0, T ), so that the agent’s belief
is continuous everywhere (up to time T ). Define ℓ := T − τ as the length of the screening
phase. The uniformed type’s belief in this phase can be derived from (4), (5) and the terminal
condition pT = Br
λ . Since c > pt must hold in this phase, there is an upperbound of ℓ, denoted
as ℓ, such that pT −ℓ = c if c > Br
λ . LetL(p0 ) := {(τ, T ) | given p0 , τ , T ∈ (τ, τ + ℓ), and xτ < ∞, pT = p}
be the set of (τ, T ) such that pT = Br
λ for a given initial prior p0 , assuming no discontinuityof qt at t = τ . Then, for each (τ, T ) ∈ L(p0 ), there is a correspondent q0 such that qT = q.
Given this, we can define
Q(p0 ) := {q0 | given p0 and xτ < ∞, qT = q for (τ, T ) ∈ L(p0 )},(7)which is connected.
Proposition 2 If c > p, then for any p0 , there exists a nonempty interval Q(p0 ), defined by(7), such that
1. for q0 ∈ Q(p0 ), τ ≥ 0 and T − τ > 0;
2. for q0 ≥ sup{Q(p0 )}, τ > 0 and T − τ = 0;
3. for q0 ≤ inf{Q(p0 )}, τ > 0 and T − τ = ℓ if p0 > c, whereas τ = 0 and T − τ < ℓ ifc ≥ p0 .
15

If p ≥ c, then τ > 0 and T − τ = 0.
Proof: See Appendix.
Note that the source of preference incongruence in this setup is the effort cost c that must
be privately borne by the agent. When c is sufficiently close to zero, the equilibrium ceases toa simple one where the agent simply exerts maximum effort until the project is terminated.
In what follows, therefore, we restrict our attention to the case where c is relatively large toensure that the interests of the two players are sufficiently divergent.
Assumption 2 c > p.
The efficiency of the equilibrium depends heavily on the length of the screening phasemeasured by ℓ := T − τ : as a rule of thumb, the equilibrium becomes less efficient as ℓ
becomes larger. An important question is hence how ℓ changes with the initial prior. The
answer to this question is relatively straightforward when q0 ∈/ Q(p0 ): if q0 > sup{Q(p0 )}or q0 < inf{Q(p0 )} with p0 > c, a small change in the initial prior has no effect on ℓ; if
q0 < inf{Q(p0 )} with c > p0 , an increase in p0 prolongs the screening phase while an increasein q0 has no effect.16 For q0 ∈ Q(p0 ), on the other hand, ℓ changes continuously with a change
in the initial prior. Even in this case, however, we can obtain very clear-cut results.
Proposition 3 For any given p0 and q0 ∈ Q(p0 ),∂T∂ℓ∂τ> 0, ∂q< 0 and ∂q
< 0;
1. ∂q
0
0
0
∂T
∂ℓ
∂τ
< 0, ∂p> 0 and ∂p
> 0.
2. ∂p
0
0
0

Proof: See Appendix.
Note that both an increase in p0 and an increase in q0 raise the initial project quality
pA
0.

As it turns out, however, they yield totally different, and in fact opposite, efficiency

implications. To see this, consider (p′0 , q0′ ) and (p′′0 , q0′′ ), q0′ > q0′′ , such that q0′ ∈ Q(p′0 ) andq0′ + (1 − q0′ )p′0 = q0′′ + (1 − q0′′ )p′′0 . Proposition 3 then implies that the case with (p′0 , q0′ )entails a shorter screening phase and hence yields a higher joint payoff than the case with(p′′0 , q0′′ ). In other words, with the initial project quality pA
0 being fixed, an increase in q0 is
welfare-improving whereas an increase in p0 is welfare-reducing.
16

Similarly, when p ≥ c, a small change in the initial prior has no effect on ℓ.

16While the current framework offers a wide of range of interpretations, one possible interpretation is that p0 reflects the inherent difficulty of the project at hand while q0 reflects theprincipal’s evaluation ability or “vision.” According to this view, our results imply that moretrust in the principal’s vision is welfare-improving (a shorter equilibrium delay) but a more
optimistic outlook on the project is welfare-reducing (a longer delay). As such, our analysis
lends support to the recent leadership literature that emphasizes vision as an essential aspectof effective leadership (e.g., Bennis and Nanus, 1985; Tichy and Devanna, 1986; Conger andKanungo, 1998) and complements it by presenting a specific mechanism through which vision
can become an asset in organizations.17

5

The role of information in hierarchical experimentation

The model we have considered thus far has both hidden information and hidden action: on
one hand, the agent does not know whether the principal is informed or not; on the other,
the principal cannot directly observe the agent’s resource allocation. Of course, the former
aspect is the major focus of our analysis which sets it apart from the existing literature.
The latter is more subtle, but nonetheless gives rise to an argument that is instrumental inillustrating the intricate nature of the problem faced by the agent. In this section, we relaxeach of them in order to illuminate the role of information in the current setup.

5.1

The efficient benchmark

To obtain the (constrained) efficient allocation, we consider the case where the agent has boththe information and the productive resource to carry out the project.18 More precisely, we
assume that the agent now knows whether the principal is informed or not. Aside from this,to keep the situation comparable, the model is exactly the same as above; we in particular
continue to assume that the principal retains the right to terminate the project.
With no information asymmetry, the problem is enormously simplified: when the agent
is informed and knows that the project is good for sure, he simply chooses at = λ until a
success is attained; when he is not informed, the problem is effectively reduced to a standard
two-armed bandit problem. To obtain the efficient allocation, therefore, we only need to
17
There are also some economic analyses which illustrate the role of vision in organizations from different
perspectives. Rotemberg and Saloner (2000) model vision as a bias which makes the manager favor one project
over the other. Hiring a manager with a vision can be beneficial because it reduces uncertainty as to whatkind of employee initiatives will be favored later. Van den Steen (2005) also formalizes the notion of visionand shows that a leader with strong beliefs would attract employees with similar beliefs. This sorting effectgives direction to the firm and improves coordination, suggesting a channel through which strong vision canaffect the firm’s performance.
18
The subsequent benchmark result is constrained efficient in that the players must take the allocation of
the implementation costs, as captured by b and c, as given.

17

consider the case where the agent is not informed about the project quality. Since the gameends once the agent attains a success, the optimal choice for the agent is simply to choose
at = λ if pt ≥ c and at = 0 if c > pt , both on and off the equilibrium path.
On the other hand, the principal’s termination decision is essentially the same. The
principal is indifferent between terminating and continuing when pt at = Br. Given theBragent’s strategy, the principal terminates the project when the belief reaches Br
λ if λ ≥ c.

If c > Br
λ , the agent stop exerting effort at pt = c. Since the continuation payoff is zerofrom that point on, it is optimal for the principal to terminate the project when the belief
reaches c. This means that the principal terminates the project at pt = max{ Br
λ , c} = cunder Assumption 2.
The distortion caused by the information asymmetry (and the consequent role specialization) should now be clear. When the project is known to be good, the agent should exert
maximum effort indefinitely until he attains a success in the efficient allocation. In contrast,
the equilibrium allocation often involves a phase where the agent controls effort in some range(0, λ), in order to screen out the uninformed type. As such, the information asymmetry often
prolongs the experimentation process even though, in the end, the project will end up witha success with probability one when it happens to be good.
The contrast is even more interesting when the project type is not known ex ante. Again,
the efficient allocation involves no phase where the agent chooses an intermediate effort level.
The belief pt thus declines no faster in the equilibrium allocation than in the efficient one andagain slows down the experimentation process. Moreover, in this case, there is also distortion
on termination decisions. Since the uninformed type is pooled with the informed type, themarginal value of experimentation is higher, which induces the principal to procrastinate. In
equilibrium, the uninformed type starts dropping out at a positive rate only after the belief
falls below c and persists until it reaches p, suggesting that the project continues for too longcompared to the efficient benchmark.19

5.2

Observable effort

Another crucial aspect of our model is that effort is not directly observable to the principal,
so that the agent’s deviation from the equilibrium strategy would not affect the uninformed
type’s belief. Although we believe that the case with unobservable effort is a more realistic
description of situations of our interest, it is still helpful to consider, at least as a theoreticalbenchmark, the case where the principal can directly observe the agent’s effort level to see
19

If p ≥ c, the agent chooses at = λ for all t, and the uninformed type terminates the project once and for
all when the belief reaches p. The project is hence terminated at the right timing with no implementation
delay, so that the allocation coincides with the efficient benchmark.

18

the role of effort monitoring in this context. In particular, our main focus here is to show
through an example that the agent’s expected payoff can either increase or decrease withobservable effort.
A full characterization of the case with observable effort requires as much work, if not
more, and is out of the scope of our analysis. For this reason, we restrict our attention toa particular equilibrium allocation which we call the full-effort equilibrium, i.e., the one inwhich the agent exerts maximum effort all the time, and the uniformed type drops out oncep(1−p0 )c−p

and for all at time T . Letting q s := 1−p and ν := p0 (1−p) , we obtain the following condition
for the full-effort equilibrium.
Proposition 4 With observable effort, the full-effort equilibrium exists if
qs (1 − p0 + p0 ν).
q0 ≥(1 − qs )ν + q s (1 − p0 + p0 ν)
Proof: See Appendix.
It follows from Proposition 2 that under Assumption 2, the full-effort equilibrium exists
if and only if
q0 ≥ sup{Q(p0 )} =q(1 − p0 + p0 ν),(1 − q)ν + q(1 − p0 + p0 ν)when effort is not observable. Proposition 4 then suggests that the condition with unobservable effort is a proper subset of the condition with observable effort. This is because, withobservable effort, the agent has an additional incentive to work harder, as more effort directly
lowers the uninformed type’s belief and thereby forces her to drop out at a faster rate.
Since the agent has better control over the uniformed type’s behavior, one might thinkthat he is always better off with observable effort. As it turns out, though, this is not always
the case in the current setup because of a time-inconsistent objective that the agent faces.
To see this, note that the uninformed type’s continuation payoff at time t depends on two
factors: the current belief pt and the expected effort sequence {as }∞s=t . The agent can thus
screen out the uninformed type either by exerting high effort (which lowers pt ) or by exerting
low effort (which diminishes the continuation payoff). From the agent’s point of view, thelatter is a more thrifty way to induce the principal’s information. When it is more effective,
the agent would actually be better off if he could commit to a low-effort sequence, although
he would always have an incentive to deviate and exert higher effort in equilibrium.
Intuitively, with observable effort, the uninformed type starts dropping out later (a higherτ ) due to higher continuation payoffs, but the belief pt reaches the lowerbound p earlier (a19lower T ). The benefit of effort observability for the agent is hence that it takes shorter toreach the no-uncertainty phase where the expected payoff is maximized, whereas the costis that the uninformed type is more willing to stay in the game. Below, we show that theagent’s expected payoff can indeed either increase or decrease with observable effort becauseof this tradeoff.
qs (1−p0 +p0 ν)

Proposition 5 Let q0 = (1−q s )ν+q s (1−p0 +p0 ν) , so that the agent chooses at = λ for all t withobservable effort, but at ∈ (0, λ) for some t with unobservable effort.
(i) Fix Br = K for some K ∈ (0, λ). There exists ε > 0 such that for r < ε and B = Kr , theagent receives a higher payoff with unobservable effort than with observable effort.
(ii) There exists λ∗ > 0 such that for λ > λ∗ , the agent receives a higher payoff with observable
effort than with unobservable effort.
Proof: See Appendix.
The uninformed type’s incentive to continue the project is determined by p = Br
λ , wherea better outside option (a higher b) implies a higher opportunity cost of continuing the
project: in a sense, p measures how patiently the principal can wait for a success by forgoing
the outside option. Fixing p, a decrease in r means that the agent becomes more patient,compared to the uninformed type, and is willing to go through a prolonged screening phase:in fact, as r → 0, the agent faces almost no cost from implementation delays, so that at → 0
for t ∈ (τ, T ) to screen out the uninformed type with unobservable effort. With observable
effort, however, the agent cannot do this, as he has a stronger current incentive to exerthigher effort at each instance. In other words, the agent obtains a higher expected payoffwith unobservable effort because the fact that effort cannot be observed by the principal
works as a commitment device to keep his effort low enough.
In contrast, effort observability increases the agent’s expected payoff when the upperboundof the effort level is sufficiently high. As can be seen from (4) and (5), λ has no impact on
at and xt for t ∈ (τ, T ). The difference is that the maximum instantaneous payoff is highfor a given belief pt , and the uninformed type is therefore more willing to wait for a successeven when the belief is relatively low. Since the equilibrium necessarily involves the screening
phase with unobservable effort by assumption, the agent must now go through a prolonged
screening phase, which diminishes his expected payoff.

20

5.3

Delegation and the value of the principal’s information

The inefficiency of the equilibrium arises largely from the screening phase in which the agent
lowers effort to extract the principal’s private information. As is evident, one potential remedy
for this is to take the principal entirely out of the game and delegate the termination rightto the agent even though it necessarily entails a cost of losing the principal’s (potentially
useful) information. Here, we explore whether this type of delegation can ever improve theproductive efficiency of the team as measured by the joint payoff of the principal and theagent.
The optimal strategy under delegation is fairly straightforward. The agent exerts maximum effort until the belief pAt reaches c and then terminates the project. The cost of delegation in this context is obvious: with no additional information, the agent must terminate
the project once and for all at some point, independently of the project quality. This meansthat a good project is terminated prematurely with some probability while a bad project on
average persists for too long. However, there is also a potential gain from delegation because
the agent now knows that he can no longer rely on the principal’s information and so always
exerts maximum effort as long as he continues the project.
Can this benefit be large enough to more than compensate for the cost? As it turns
out, the answer to this question is yes, i.e., the team as a whole can be made better off bygiving up the principal’s information entirely under some conditions. The argument hereruns parallel to part (ii) of Proposition 5: roughly, the benefit dominates the cost when bothλ and q0 are sufficiently large. As q0 approaches one, the project is good almost surely, andthe risk of having a bad project for too long also diminishes to zero. Even in this case, when
λ is sufficiently large, the equilibrium without delegation involves some implementation delay(see Lemma 8 in the proof of Proposition 5), leading to the following proposition.
q s (1−p0 +p0 ν)

Proposition 6 Let q0 = (1−q s )ν+qs (1−p0 +p0 ν) . There exists λ∗∗ such that delegation raises
the joint payoff for λ > λ∗∗ .
Proof: The argument here is very closely related to part (ii) of Proposition 5, especially
Lemma 8. Note that since limλ→∞ q0 = 1, the project is almost surely good as λ tends toinfinity. This means that the project succeeds almost surely by the time the belief reaches p.
The allocation under delegation thus converges to the efficient one that maximizes the joint
payoff. In contrast, it follows from Lemma 8 that the equilibrium without delegation must
involve a prolonged screening phase with a probability that is bounded away from zero andhence yield a strictly lower joint payoff than the efficient allocation.

21

6Conclusion

This paper provides a model of hierarchical experimentation in which a team of heterogeneous players faces a bandit problem in order to understand how the presence of information
asymmetry limits the team’s ability to explore new ideas. We derive explicit solutions for theagent’s effort choice and the principal’s exit rate that are used to obtain a full characterizationof the equilibrium. The equilibrium is often, though not always, inefficient, with prolonged
delays occurring on the equilibrium path, which constrains the benefit of role specialization.
In general, more trust in the principal’s vision improves welfare whereas more optimistic
outlook on the project lowers it.

References
Abreu, D. and Gul, F., 2000, Bargaining and Reputation, Econometrica, 68, 85-117.
Acemoglu, D., Aghion, P., Lelarge, C., Van Reenen, J. and Zilibotti, F., 2007, Technology,
Information, and the Decentralization of the Firm, Quarterly Journal of Economics, 122,
1759-99.
Aghion, P. and Tirole, J., 1997, Formal and Real Authority in Organization, Journal of
Political Economy, 105, 1-29.
Banks, J.S. and Sobel, J., 1987, Equilibrium Selection in Signaling Games, Econometrica, 55,
647-61.
Benabou, R. and Tirole, J., 2003, Intrinsic and Extrinsic Motivation, Review of Economic
Studies, 70, 489-520.
Bennis, W.G. and Nanus, B., 1985, Leaders: The Strategies for Taking Charge, New York:
Harper and Row.
Bergemann, D. and Välimäki, J., 2000, Experimentation in Markets, Review of Economic
Studies, 67, 213-34.
Bergemann, D. and Välimäki, J., 2008, Bandit Problems, in Durlauf, S. and Blume, L., eds,
The New Palgrave Dictionary of Economics, 2nd edition, Macmillan Press.
Bolton, P. and Harris, C., 1999, Strategic Experimentation, Econometrica, 67, 349-74.
Bonatti, A. and Hörner, J., 2011, Collaborating, American Economic Review, 101, 632-63.
Chen, C.-H. and Ishida, J., 2015, A Tenure-Clock Problem, ISER Discussion Paper No. 919.

22

Conger, J.A. and Kanungo, R.N., 1998, Charismatic Leadership in Organizations, Thousand
Oaks, CA: Sage Publications.
Decamps, J.-P. and Mariotti, T., 2004, Investment Timing and Externalities, Journal of
Economic Theory, 118, 80-102.
Dessein, W., 2002, Authority and Communication in Organizaitons, Review of Economic
Studies, 69, 811-38.
Ishida, J., 2006, Optimal Promotion Policies with the Looking-Glass Effect, Journal of Labor
Economics, 24, 857-77.
Kambe, S., 1999, Bargaining with Imperfect Commitment, Games and Economic Behavior,
28, 217-37.
Keller G., Rady, S. and Cripps, M., 2005, Strategic Experimentation with Exponential Bandits, Econometrica, 73, 39-68.
Klein, N.A. and Rady, S., 2011, Negatively Correlated Bandits, Review of Economic Studies,78, 693-732.
Mookherjee, D., 2006, Decentralization, Hierarchies and Incentives: A Mechanism Design
Perspective, Journal of Economic Literature, 44, 367-90.
Milgrom, P. and Segal, I., 2002, Envelope Theorems for Arbitrary Choice Sets, Econometrica,
70, 583-601.
Rotemberg, J.J. and Saloner, G., 2000, Visionaries, Managers, and Strategic Direction,
RAND Journal of Economics, 31, 693-716.
Rothschild, M., 1974, A Two-Armed Bandit Theory of Market Pricing, Journal of Economic
Theory, 9, 185-202.
Strulovici, B., 2010, Learning While Voting: Determinants of Collective Experimentation,
Econometrica, 78, 933-71.
Swank, O.H. and Visser, B., 2007, Motivating through Delegating Tasks or Giving Attention,
Journal of Law, Economics, and Organization, 23, 731-42.
Tichy, N.M. and Devanna, M.A., 1986, The Transformational Leader, New York: John Wileyand Sons.
Van den Steen, E., 2005, Organizaitonal Beliefs and Managerial Vision, Journal of Law,
Economics, and Organization, 21, 256-83.
Wolitzky, A., 2012, Reputational Bargaining with Minimal Knowledge of Rationality, Econometrica, 80, 2047-87.
23

Appendix: Proofs
Proof of Lemma 4: We first show that there exists a small number ε > 0 such that at > 0
for t ∈ (T − ε, T ). Suppose otherwise, i.e., there exists some t′ such that the agent chooses
at = 0 for t ∈ (t′ , T ). During this time interval, however, the probability of attaining a successis zero, and it is hence strictly better for the uninformed type to terminate the project attime t′ rather than at time T , which is a contradiction.
The fact that the agent exerts some effort when it is sufficiently close to time T implies
a certain lowerbound for qt . It follows from the Bellman equation that limt↑T at > 0 only if
lim Φt (pt , qt ) = lim qt + (1 − qt )pt − c − qt VT ≥ 0,
t↑T

t↑T

which can be written asqT ≥c − pTc − pT>.
r
1 − pTλ+r (1 − c) + (c − pT )Proof of Lemma 5: The agent chooses at ∈ (0, λ) only if Φt (pt , qt ) = 0. This implies thatΦ̇t = 0 for t ∈ (τ, T ). Let
Rt

Rt

Rt

Stt′ := qt′ e− t′ as ds + (1 − qt′ )pt′ e− t′ (as +xs )ds + (1 − qt′ )(1 − pt′ )e− t′ xs ds .
denote the probability that the game reaches time t, conditional on that it has reached time′t′ ≤ t. Given this, we define a modified version of Φt as φt (pt , qt ; t′ ) := e−r(t−t ) Stt′ Φt (pt , qt ),which can be written as
RtRtφt (pt , qt ; t′ ) = qt′ e− t′ (as +r)ds + pt′ (1 − qt′ )e− t′ (as +xs +r)ds (1 − c)Rt

− (1 − qt′ )(1 − pt′ )e− t′ (xs +r)ds c

Z T
RT
Rs
Rt
(1 − c)as e− t (au +r)du ds + e− t (au +r)du VT− qt′ e− t′ (as +r)ds
t
Z T
Rt
Rs
(a
+x
+r)ds
−
s
s
′
+ pt′ (1 − qt′ )e t
(1 − c)as e− t (au +xu +r)du ds.
tThis modified version of Φ has a desirable property that φ̇t (pt , qt ; t) = 0 if and only ifΦ̇t (pt , qt ) = 0, provided that Φt (pt , qt ) = 0. Moreover, φt and Φt always have the samesign. Since the only thing that matters is the sign of Φt , we use this modified function φ
to characterize the agent’s effort choice for analytical convenience. Evaluating at t′ = t, we

24

obtainφ̇t (pt , qt ; t) = − qt (at + r) + (1 − qt )pt (at + xt + r) (1 − c) + (1 − qt )(1 − pt )(xt + r)c+ qt (1 − c)at + (1 − qt )pt (1 − c)at= (1 − qt )(c − pt )xt − qt + (1 − qt )pt − c r.

(8)

The agent thus chooses at ∈ (0, λ) for t ∈ (τ, T ) only if(1 − qt )(c − pt )xt = qt + (1 − qt )pt − c r.

(9)Given this, we first show that xt ∈ (0, ∞) if at ∈ (0, λ) for t ∈ (τ, T ). Since xt ≥ 0 and
qt +(1−qt)pt > pt , we must have qt +(1−qt)pt ≥ c ≥ pt with at least one of them holding withstrict inequality. Suppose that there exists some t′ ∈ (τ, T ) such that c = pt′ . Since pt > pt′
for any t > t′ , we have qt + (1 − qt )pt > pt > c for t ∈ (τ, t′ ), which violates (9). Similarly,
suppose that there exists some t′ ∈ (τ, T ) such that qt′ + (1 − qt′ )pt′ = c and xt′ = 0. Given
that at′ > 0 and xt′ = 0, both ṗt′ and q̇t′ must be negative, meaning that ṗA
t′ is negative as
well and (9) can no longer be satisfied. This implies that qt + (1 − qt )pt > c > pt , and hence
xt ∈ (0, ∞), for t ∈ (τ, T ).
To show that qt is decreasing in t ∈ (τ, T ), we obtain explicit solutions for at and xt .
From Lemma 3, we know that pt at = Br for t ∈ (τ, T ). This implies that the optimal effort
is characterized by the following ordinary differential equation:
at
atṗt at + pt ȧt = 0 ⇔ ȧt = − ṗt = pt at (1 − pt ) = at (at − Br).
pt
pt
Solving this yields′′
Bre−Br(t−t )(10), pt = 1 − (1 − pt′ )eBr(t−t ) ,at = −Br(t−t′ )e− (1 − pt′ )which shows how the effort level evolves over time from an arbitrarily chosen initial pointt′ ∈ (τ, t].
As for the exit rate xt , note that
qt + (1 − qt )pt − c r
xt ==(1 − qt )(c − pt )!
qt (1 − c)
− 1 r,(1 − qt )(c − pt )(11)

for t ∈ (τ, T ). With some computation, we obtain
xt =
=

=

!
Rt
(1 − c)qt′
e t′ (xs −(1−ps )as )ds − 1 r(c − pt )(1 − qt′ )!
RtBr(1−pt′ )eBrs(1 − c)qt′
t′ xs − 1−(1−p ′ )eBrs ds
t

e
−1 r
′
(1 − pt′ )eBr(t−t ) − (1 − c) (1 − qt′ )
!
′ 
1−p
Rt
qt′ p1′ − p ′ t′ eBr(t−t )tt eBr t′ xs ds − 1 r,
1−p
(1 − qt′ ) 1−ct′ eBr(t−t′ ) − 1
25

(12)

for any t′ ∈ (τ, t]. By solving (12), we obtain
xt = − r +wherec−1 + (1−p )eBr(t−t′)−(1−c)t′,P∞c1−c n −nBr(t−t′ )1− 1r + r(1−c)+ Ωt′ er(t−t′ )n=1 1+nB ( 1−pt′ ) e

(13)

!
∞
(1 − qt′ )pt′
c X
1  1 − c n11+.
−Ωt′ :=rqt′ (1 − c)1−c
1 + nB 1 − pt′
n=1With the explicit form of xt , we analyze how qt evolves over time. Notice thatRte t′ xs ds =(1 − qt′ )pt′,
rqt′ (1 − c)Γtt′

where
∞
X
1
c
′
1  1 − c n −nBr(t−t′ )Γtt′ := − +e+ Ωer(t−t ) .
r r(1 − c) n=1 1 + nB 1 − pt′

It then follows from this that1 − pt′ Br(t−t′ )  R t′ xs ds
qt′  1qt
et−e=
1 − qt1 − qt′ pt′pt′
1
1 − pt′ Br(t−t′ ) 
pt′
−
e
.
=
pt′
pt′
r(1 − c)Γtt′
qt
Note that qt is decreasing in t if 1−q
is decreasing. It thus suffices to show thatt"#′d 1 − (1 − pt′ )eBr(t−t )
< 0,
dt
Γtt′
for any t′ ∈ (τ, t]. This can be written as
Br(t−t′ )1 − (1 − pt′ )e−rΓtt′ − 1 +c(1 − pt′ )eBr(t−t′ ) − (1 − c)!

′> −(1 − pt′ )BreBr(t−t ) Γtt′ .

t )pt′Since Γtt′ |t′ =t = (1−qrqt (1−c) , evaluating at t = t, this condition becomesb(1 − pt )(1 − qt )(c − pt ) > pt c − qt − (1 − qt )pt ,which holds because qt + (1 − qt )pt > c.

As for the effort level, since at > 0 implies that pt is strictly decreasing in t ∈ (τ, T ), atmust increase to satisfy pt at = Br. It then follows from (11) that xt is increasing because
both pt and qt are strictly decreasing. Note also that since limt↑T pt = p, we have limt↑T at =26

Br
p = λ. Finally, if there exists some τ < T such that at ∈ (0, λ) for t ∈ (τ, T ), we must haveΦt (pt , qt ) = 0 for this range, which means thatqT =c − pTc − pT>.
r
1 − pTλ+r (1 − c) + (c − pT )Proof of Proposition 1: To prove the proposition, the following property is crucial.
′
Lemma 6 Suppose that pA
t′ = qt′ + (1 − qt′ )ps > c for some t ≤ T . If there exists ε > 0 suchthat at = λ for t ∈ (t′ − ε, t′ ), then at = λ and xt = 0 for all t < t′ .
′′Proof: Given that pt > Br
λ for t < T , if at = λ for t ∈ (t − ε, t ), the uninformed type

would never terminate the project in [t′ − ε, t′ ). Therefore, qt and pt are strictly decreasing in′′t ∈ [t′ − ε, t′ ), and pA
t = qt + (1 − qt )pt > c for t ∈ [t − ε, t ). Furthermore, given that at = λfor t ∈ (t′ − ε, t′ ), there also exists ε′ > 0 such that the uninformed type does not terminate
the project in (t′ − ε − ε′ , t′ − ε], regardless of at during this interval. Given that xt = 0 in(t′ − ε − ε′ , t′ − ε], qt + (1 − qt )pt > c for t ∈ (t′ − ε − ε′ , t′ − ε]. Therefore, φ̇t (pt , qt ; t) is negativein (t′ − ε − ε′ , t′ − ε]. This implies φt (pt , qt ; t) > 0 ⇔ Φt (pt , qt ) > 0 for t ∈ (t′ − ε − ε′ , t′ − ε]which in turn imply at = λ during this interval. Applying the same argument backward, we
can see that at = λ for all t < t′ .
With this result as well as Lemma 5, we are now ready to prove the proposition. We
already know that either at = λ or at ∈ (0, λ) for t sufficiently close to T (see the proof of
Lemma 4). It follows from Lemma 6 that if at = λ for t sufficiently close to T , then at = λfor all t < T . Now suppose that at ∈ (0, λ) for t sufficiently close to T . In this case, we defineτ := inf{t | at ∈ (0, λ) for all t ∈ (t, T )}.
By Lemma 5, xt ∈ (0, ∞) for t ∈ (τ, T ), and q̃τ + (1 − q̃τ )pτ > c.
To prove the proposition, it suffices to show that there exists a small number ε > 0 suchthat at = λ for t ∈ (τ − ε, τ ]. By the definition of τ , it is either aτ = 0 or aτ = λ. We firstshow that aτ = 0 is not feasible. Given that aτ = 0, there are two possibilities: (i) at = 0 or(ii) at ∈ (0, λ) for t sufficiently close to τ . If (i) holds, however, the uninformed type should
start dropping out before time τ . This is a contradiction because we then must have at > 0
to satisfy pt at = Br. If (ii) holds, then at must be decreasing over time, which contradicts
Lemma 5. Now suppose that at ∈ (0, λ) for t ∈ (τ − ε, τ ] with aτ = λ. Along this path,however, xt = 0 for t ∈ (τ − ε, τ ] because pt at > pτ aτ = Br for t sufficiently close to τ and27

pt at = Br cannot be satisfied, but this contradicts Lemma 5. This shows that at = λ for t
sufficiently close to τ . We can then apply Lemma 6 to show that at = λ and xt = 0 for allt ∈ [0, τ ).
Explicit solutions for at and xt are from (10) and (13) in the proof of Lemma 5. Since pt
and qt are left-continuous, we obtain the expression in the proposition by replacing t′ with τand qτ with q̃τ (for qt may be discontinuous at time τ ).
Proof of Proposition 2: We start with the case where c > p. First, it is clear bydefinition that there exists a pair (τ, T ) that can satisfy all the equilibrium conditions withno discontinuity at time τ if q0 ∈ Q(p0 ). We can uniquely pin down τ and ℓ = T − τ from thetwo boundary conditions, i.e., qT = q and pT = p, as well as (4) and (5). For q0 ≥ sup{Q(p0 )},we first establish the following fact.
∂T∂ℓ∂τ> 0, ∂q< 0 and ∂q< 0.
Lemma 7 For any given p0 and q0 ∈ Q(p0 ), ∂q000

Proof: We have already seen that the total amount of effort is fixed at A(p0 ) regardless of(τ, T ). In contrast, given (4) and (5), the agent’s belief at time T is given by
RT

qT =

Rτ

q0 e−(λτ + τ as ds)
RTRT(1 − q0 )e−( 0 ps λds+ τ (ps as +xs )ds) + q0 e−(λτ + τ as ds),

if there is no discontinuity at time τ . The total amount of effort needed to satisfy thiscondition depends on (τ, T ) because xt > 0 only for (τ, T ). If qt converges to q without any
discontinuity, the following condition must be satisfied:Z τ
Z Th (1 − q)q0 i

.
(1 − ps )λds +(1 − ps )as − xs ds = B(q0 ) := lnq(1 − q0 )
0
τ

(14)

It follows from (6) and (14) that if there is an exogenous increase in q0 while p0 is fixed, τand T must satisfy(1 − pτ )(λ − aτ ) + xτ

 ∂τ
 ∂T
dB
+ (1 − pT ) lim at − lim xt
=
,
t↑T
t↑T
∂q0
∂q0
dq0

(λ − aτ )∂T∂τ+ lim at
= 0.
∂q0 t↑T ∂q0

With some algebra, we obtain∂τxtxτ
> 0 ⇔ lim+
> pτ − pT .
t↑T at∂q0
aT (λ − aτ )28

Since xt ≥ 0 and at ∈ [0, λ], it suffices to show thatxt
> pτ − pT .
t↑T atlim

From (9) and the fact that limt↑T at = λ (from Lemma 5), this condition can be written as

qT + (1 − qT )pT − c r> λ(pτ − pT ).
(1 − qT )(c − pT )Since c > pτ , this holds if
qT + (1 − qT )pT − c r> λ(c − pT ).
(1 − qT )(c − pT )Substituting qT = q and rearranging, we obtainc − pT + rr
λ(1 − c)pT −(1 − c) + c − pT c >(1 − c)(c − pT )2 ,
λ+r
λ+r
λ+r

which is reduced to 1 > c − pT . As this holds by assumption, τ must increase and T must
decrease when there is an increase in q0 .
Note that Lemma 7 indicates that τ becomes larger (and T becomes smaller) as q0 becomeslarger, with limq0 →sup{Q(p0 )} ℓ = 0, i.e., there is no screening phase when q0 is sufficiently large.
This suggests that for q0 ≥ sup{Q(p0 )}, the equilibrium is such that at = λ all the time, andthe uninformed type terminates the project once and for all at time T when pt reaches p.
For q0 ≤ inf{Q(p0 )}, on the other hand, it should be either (i) τ = 0 and T − τ < ℓ or (ii)
τ > 0 and T − τ = ℓ.20 We need to consider two distinct possibilities. If p0 > c, the agent
starts out with maximum effort and the uninformed type drops out with positive probability
at time τ when the belief pt reaches c to satisfy qT = q. To see that this indeed constitutes anequilibrium, note that since pτ = c, (8) is negative and Φt (pt , qt ) > 0 for t ∈ [0, τ ), meaningthat at = λ and xt = 0 in this range. For t ∈ (τ, T ], the continuation equilibrium is notaffected by the jump, so that at and xt are given by (4) and (5). If c ≥ p0 , on the other hand,the uninformed type is indifferent between terminating and continuing for any t ∈ [0, T ]. The
uninformed type thus drops out immediately at time 0 so that the revised belief jumps up tosatisfy qT = q, given (4) and (5).
20Note that there is a sharp discontinuity between the case with q0 = 0 (the symmetric-information case)and the case with an arbitrarily small q0 . In the latter case, no matter how small q0 is to begin with, qt cantake any value between zero and one because the uninformed type can drop out with probability arbitrarilyclose to one. This draws clear contrast to the symmetric-information case where there is zero measure of theinformed type, because q0 = 0 regardless of the uninformed type’s termination decisions in this case.

29

If p ≥ c, L(p0 ) is empty for any p0 > p. The screening phase cannot exist, so that T = τ .
The agent exerts maximum effort until pt reaches p, at which point the uniformed type terminates altogether.
Proof of Proposition 3: The first statement is directly from Lemma 7. The second
statement can be proved in a similar manner. If there is an exogenous increase in p0 , τ and
T must satisfy(1 − pτ )(λ − aτ ) + xτ

 ∂T
 ∂τ
+ (1 − pT )aT − lim xt
=0
t↑T
∂p0
∂p0

(λ − aτ )

∂τ
∂T
dA
+ aT
=
.
∂p0
∂p0
dp0

It follows from these thatlimt↑T xt
∂τ
xτ
<0 ⇔
> pτ − pT −.
∂p0aT
aT (λ − aτ )∂T
> 0 to satisfy
From Lemma 7, we know that this condition holds. This also implies that ∂p
0(6).
Proof of Proposition 4: Given that the agent always exerts maximum effort, the uninformed type has no incentive to terminate the project for pt > p. Therefore, given p0 and q0 ,qt is strictly decreasing over time, and there is a one-to-one mapping between pt and qt . As
such, we can work with the agent’s belief pA
t = qt + (1 − qt )pt , which is a sufficient statistic
as we will see below, instead of keeping track of pt and qt independently. Let pA be theAcorrespondent agent’s belief when pt reaches p, and define T such that pA
T = p . Since thegame reaches time T with probability qt e−λ(T −t) , the agent’s value function can be writtenas
V (pA ) = λ pA (1 − c)λ+r

 (1 − pA )c
qt (1 − c) .
1 − e−(λ+r)(T −t) −1 − e−r(T −t) + e−(λ+r)(T −t)r
λ+rNote that the ratio between pt and qt is constant for t ∈ [0, T ), given that xt = 0 for thisinterval. This means that
qt =

q0 A
p ,
pA
0
A −λ(T −t)p eAwhere pAt := qt + (1 − qt )pt . Note also that since p = 1−pA +pA e−λ(T −t) , we obtaine−(T −t) =pA (1 − pA )pA (1 − pA )
30

!− 1

λ

=: ∆.

It follows from these that!
 (1 − pA )c
 pA q0 (1 − c) λ+rpA (1 − c)
λ+r
r
.
∆
1−∆
1−∆ + A−V (p ) = λ
λ+rrp0 (λ + r)
A

Note that the value function depends only on the current belief pA , but not on t, since now
the uninformed type can condition her strategy on the belief pA which is commonly sharedeven off the equilibrium path. With some computation, we obtain!
c(1 − c)(pA
dV
1−c
c
q
(1
−
c)
0
0 − q0 ) λ+r
λ+r
λ+r
r
∆
− A ∆r ,
+
∆
=
λ
1
−
∆
1
−
∆
+
+
A
A
A
A
dp
λ+r
r
p
p0 (λ + r)
(1 − p )p0
The Bellman equation implies that at = λ for t ∈ [0, T ) if
pA − c − pA (1 − pA )dV
− pA V > 0.
dpA

A sufficient condition for this isAA

ψ(p ) := p − c − pA λ(1 − c)c 
1 − ∆λ+r + 1 − A ∆λ+r
λ+r
p

!

> 0.

(15)

r
(1 − c). Furthermore,
Note that ψ(pA ) = 0 and ψ(1) = λ+r

ψ ′ (pA ) = 1 −
where
κ :=

 1
1+ r 
λ+r 
λ
λ
1−
,
(1 − c) + κ A − 1λ+rpλ(1 − pA )!
c   pA 1+ λr
λ(1 − c) − 1 − A.
λ+rp
1 − pArc
λ′
It follows from this that ψ ′ (pA ) = λ(1−pA ) (1 − pA ), ψ (1) = 1 − λ+r (1 − c) > 0, andψ ′′ (pA )
> 0 if λ (1 − c) − (1 − cA ) > 0,λ+rpλ
< 0 if λ+r(1 − c) − (1 − pcA ) < 0.

When pA ≥ c, ψ ′ (pA ) > 0 for all pA > pA , and hence ψ(pA ) > 0 for all pA > pA . This meansthat the agent chooses at = λ if pA ≥ c.
p(1−p0 )Given p0 , to reach p, T must satisfy e−λT = ν := p0 (1−p) . Given this, pA = qT +(1−qT )p ≥c, if and only if
q0 ≥qs (1 − p0 + p0 ν).
(1 − qs )ν + q s (1 − p0 + p0 ν)

31

Proof of Proposition 5: Part (i): Let (τ obs , T obs ) denote the equilibrium allocation withobservable effort (we continue to denote the allocation with unobservable effort by (τ, T )).
Given q0 , with observable effort, the agent always exerts maximum effort (τ obs = T obs ),obs . Withand the uninformed type drops out once and for all when pt reaches K
λ at time T

unobservable effort, by Proposition 2, the uninformed type drops out with strictly positive
probability at time τ ≥ 0, so that qt jumps up to a level that leads to limt↑T qt = q, whichis arbitrarily close to 1 when r approaches 0. By Lemma 5, qt is decreasing, so qt must also
be arbitrarily close to 1 after the jump. At time τ , pτ > K
λ , and the agent exerts effort lower
than λ until pt reaches p.
We now compare the payoffs when r approaches 0 while fixing Br = K. In both cases, theagent chooses at = λ for t < τ , so the agent’s expected payoffs are identical up to that point.
With unobservable effort, the uninformed type terminates the project almost surely at timeτ , so that qτ jumps up almost to 1; with observable effort, the uninformed type waits until
pt reaches p = K
λ . Since pt < c for t > τ , the agent incurs a loss if the principal happens to
be uninformed, meaning that the agent receives a higher expected payoff with unobservable
effort after time τ and before pt reaches p (at T and T obs ). This is the benefit of unobservable
effort, which is strictly positive even when r tends to 0.
This comes with a cost, however, because the agent exerts effort lower than λ, so it takes
longer for pt to reach p. Note that given pτ and the fact that p is fixed at K
λ , the time needed
to reach p is independent of r. As such, the loss which stems from a larger T diminishes to
0 as r tends to 0. This shows that, for r arbitrarily close to 0 and B = Kr , the agent receives
a higher payoff with unobservable effort than with observable effort.
Part (ii): The cost and benefit of effort observability are still the same: the benefit is that thegame reaches the no-uncertainty phase earlier; the cost is that the uninformed type would
not drop out until time T . To prove the second part, the following lemma helps.
qs (1−p0 +p0 ν)

Lemma 8 Let q0 = (1−q s )ν+q s (1−p0 +p0 ν) . With unobservable effort, as λ → ∞, e−λτ converges to a positive number, and ℓ := T − τ goes to ∞.
Proof: Note that τ and T change continuously with λ. With some computation, we also
obtainlim qt = q ≥ q0 =t↑T

qs (1 − p0 + p0 ν)⇔ B ≥ p0 ,(1 − qs )ν + q s (1 − p0 + p0 ν)which implies that qt must jump up at t = τ with pτ = c if B ≥ p0 (see the proof of0)
Proposition 2). We thus have limλ→∞ e−λτ = pc(1−pwhich is finite by assumption, and
0 (1−c)limλ→∞ ℓ = ∞ by (10) since limλ→∞ p = 0.
32

If B < p0 , on the other hand, qt may or may not jump up at t = τ . If it does, the same
argument as above applies. We thus focus on the case where qt is continuous at t = τ . Now
define T such thate−λT =(λ + r)B(1 − p0 ),
p0 (1 − B)λ − Br

which is the least amount of time that is needed for qt to reach q (by exerting maximum0)
effort all the way). Note that limλ→∞ e−λT = B(1−pp0 (1−B) > 0. Since qt decreases continuously,

we have T > τ and hence that e−λτ must also be bounded away from zero as λ → ∞. It thenfollows from (10) that limλ→0 ℓ = ∞.
The proposition follows immediately from this lemma. When λ tends to ∞, q0 must
be arbitrarily close to 1. The principal is then informed almost surely, and the cost of theuninformed type waiting until T diminishes to 0. In contrast, since limλ→∞ e−λτ > 0 and
limλ→∞ ℓ → ∞ from Lemma 8, the agent must go through a prolonged screening phase withunobservable effort (with probability e−λτ ), and the benefit converges to a positive number.

33