Delay As Agenda Setting
In this paper the authors examine a class of dynamic decision-making processes that involve endogenous commitment. The analysis is relevant to group decision making settings as well as to hierarchical decision making settings in which, for example, subordinates attempt to influence their superiors. An inability to commit leads to the possibility of strategic delay by decision participants who differ in their preferences and are limited by the resources they can allocate to influencing decisions. They focus on sources of delay caused by the strategic interaction of decision makers over time and find that the opportunity to delay decisions leads the participants to sometimes act against their short-run interests.