Abstract
Legislation addressing corporate criminal liability has been the subject of worldwide debate ever since the financial scandals of the early 2000s. Under current regimes, firms must observe such compliance requirements as internal monitoring mechanisms, the purpose of which is inducing firms to detect the wrongful conduct of their agents. We develop an analytical framework for identifying when, and to what extent, firms may find it beneficial to adopt these regulatory devices. We conclude that more productive firms, those operating in sectors with more market power, and firms whose managers have more opportunities for criminal activity are more likely to prevent wrongful conduct—either through monitoring or the payment of efficiency wages. When the potential returns to illegal activities are high or the firm is large, internal monitoring is probably the optimal strategy of crime prevention; in contrast, smaller firms typically proceed by paying efficiency wages (or ignoring crime). This paper also analyzes the role of the State’s legal capacity as well as the effects of interactions between the structure of reputational losses and the firm’s market power.
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Notes
There is a famous quote about this principle—“Did you ever expect a corporation to have a conscience, when it has no soul to be damned and no body to be kicked?”—which can be traced back to the eighteenth century and is attributed to Baron Edward Thurlow. An apocryphal version continues with “and, by God, it ought to have both!” However, long before Baron Thurlow’s time, the ecclesiastical courts faced the dilemma of corporate punishment arising from the anthropomorphic fallacy embedded in the practice of excommunication (Coffee 1981).
Moreover, corporate criminal liability also entails different procedures than does civil liability, including a higher burden of proof but also more powerful investigative tools (Arlen 2012, p. 189).
As described by Arlen (2012), it was Eric Holder (then the US Deputy Attorney General) who in 1999 initiated the new Department of Justice policy by issuing guidelines to federal prosecutors on when firms should be indicted for employees’ crimes committed during the scope of their employment. The Holder memo encouraged prosecutors not to indict firms for employee crimes if they adopted compliance programs, self-reported the wrongdoings, and fully cooperated with the federal authorities.
Nonmonetary sanctions include corporate probation, mandates requiring the adoption of government-approved compliance programs, corporate governance reforms, and corporate monitors.
Reputational penalties reflect the greater difficulty of criminal firms in contracting with other parties on favorable terms; the market’s anticipation that the firm will produce lower profits—owing to either higher costs or lower revenues—may lead to a reduction in the firm’s value (Klein and Leffler 1981; Karpoff and Lott 1993). For example, Karpoff et al. (2008a) define the reputational penalty as “the expected loss in the present value of future cash flows due to lower sales and higher contracting and financing costs” and find that the penalties imposed by the market for financial misrepresentation are extremely high; they also find that reputation loss is positively related to measures of the firm’s reliance on implicit contracts. Theory suggests that parties contracting with the firm will react negatively to news that the firm committed crimes if those crimes (such as fraud) harm them or other contracting parties; however, theory also suggests that firms should not be punished by the market for crimes committed by noncontracting third parties (as may occur e.g. in cases of regulatory or environmental violation). The empirical evidence supports this theory; for example, Karpoff et al. (2005) find that reputational penalties are almost absent for environmental violations, and Karpoff et al. (2015) find no large reputation losses for firms caught bribing. The latter paper clarifies that some previous studies report the opposite results and that there appear to be large reputation losses among a small subset of firms with commingled financial fraud charges. See Arlen (2012, Sec. 2.2.3) for a review of reputational and market penalties.
This statement holds especially for smaller firms, which may be disadvantaged by adopting internal control systems with high fixed costs (Litvak 2007).
Assuming two states of the world \(\xi _{t}\in \left\{ \xi _{c},\xi _{nc}\right\} \) with asymmetric crime possibilities establishes the principal–agent relationship (between firm and manager) that is essential for our analysis. In practice, one might suppose there are states of the world in which manager actions are relatively more difficult for the firm to monitor or verify. The likelihood of such circumstances may also be related to organizational features of the focal firms or their sector of activity (e.g., financial firms may be more exposed than others to these kinds of asymmetric information). In this respect—as we shall see—adoption of a monitoring technology can make these situations less likely to occur (i.e., such adoption can lower \(\alpha \)).
This assumption is consistent with the findings of Karpoff et al. (2008b), who provide evidence on the costs borne by managers found guilty of financial misrepresentation. The authors find that such managers not only lose their jobs but also face greatly diminished employment prospects.
Nonetheless, in our model a crime prevention strategy relying solely on the payment of efficiency wages is 100% effective (as when \(\alpha =0\) under perfect monitoring) because the firm can calculate a manager’s payoff from criminal activity. In contrast, if crimes persist under efficiency wages then one must instead model the returns from crime as a random variable whose realization in each period is unknown to the firm. In this case, the firm could find it optimal under some conditions to pay efficiency wages that prevent some crimes but not others (including those yielding a manager high returns). The analysis establishes that our main results are not driven by the capability of efficiency wage strategy to prevent all crimes and assuming that such a strategy can prevent only some fraction of criminal activity would unduly complicate the model.
It is worth emphasizing that some authors (e.g., Arlen and Carney 1992) argue that paying higher wages to managers (i.e., to prevent criminal activities) may have adverse effects on their behavior when such activities help managers to increase the firm’s profits and hence to preserve their jobs. This feature is absent from our model because we assume that crimes do not benefit the firm. However, it is clear that in scenarios of this sort the strategy of paying higher wages to prevent crimes may not be a viable one.
That is, \(V\left( E,\xi _{c},nc\right) \equiv \underset{\left\{ s_{a}\right\} _{a=t+1}^{\infty }}{\max }U_{t}\left( s_{a}|\xi _{t}=\xi _{c},s_{t}=nc\right) \), s.t . \(\upsilon _{t}^{j}=\upsilon _{0} \) and \(w_{t}=w_{e}\) (i.e., \(S_{t}^{j}=E\)).
From \(g_{t}=g_{0}\) and \(s_{t}=nc\) it follows that \(g_{t+1}=g_{0}\).
Indeed, if \((g_{t}=g_{0};\) \(G_{t}=G_{0})\) and \(S_{t}=E\) then \( (g_{t+1}=g_{0}; \) \(G_{t+1}=G_{0})\).
As expected, the efficiency wage necessary to prevent managers’ illegal behaviors is positively related to the expected payoff from such behavior, and therefore to the (static and dynamic) sanctions imposed on managers who are found liable. When the maximal static punishment is the loss of wage (\( w_{0}=C\)), the efficiency wage can be rewritten as \(w_{e}=\beta \left( 1-\gamma \right) w_{0}+\left( 1-\beta \right) [(1-p)/p]R\).
We implicitly assume that the condition \(w_{e}\le y\) is always satisfied. This, in turn, means that \(w_{e}-w_{0}<y-w_{0}\) and that the range of parameters within which monitoring is preferred to paying efficiency wages is nonempty.
Using (23) it is straightforward to verify that \(\partial W(N,G_{0})/\partial \phi <0\).
This result is consistent with the findings of Klein and Leffler (1981).
We thank a referee for bringing this point to our attention.
In this case, managers commit crimes also with compliance programs and the only differences from non-prevention strategy are the likelihood of detection and the size of sanctions.
Following the proof of Lemma 3, comparisons between the different strategies can be made using the one-shot deviation principle or by comparing the values of the strategies (assuming that they are followed at each date). It is easy to show that, in all the cases presented here, the two procedures lead to the same results.
We remark that high values of the detection probability \(p^{\prime }\) reduce the efficiency wage \(w_{e}^{M}\), which in turn favors the adoption of strategy \(S_{t}=M^{E}\) over \(S_{t}=M\).
Recall that managers do commit crimes under \(S_{t}=M\) and that these are detected (and the firm sanctioned) with probability \(\alpha ^{\prime }p^{\prime }\).
This technology might be so much more effective at increasing the detection probability than at reducing crime’s occurrence that there is no longer a significant reduction in the sanctions imposed on liable yet monitoring firms. In this case—that is, when \(\phi ^{\prime }\) and \(F^{\prime }\) are close to \(\phi \) and F—the firm will not be strongly inclined to monitor.
Here we assume that the discount \(\sigma \) is the same for both types of sanctions \(\phi \) and F, which may not be the case. Although we thereby simplify the expressions, this assumption does not play a large role in our development of a closed-form solution.
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Appendix
Appendix
1.1 Proof of lemma 3
We start determining the conditions under which \(S=M\) is a MPE when paying efficiency wages is dominated by monitoring, i.e. \(x\ge x^{*}\) (see Lemma 2). In doing this we use the one-shot deviation principle (Fudenberg and Tirole 1991) which requires that the value of the firm from the prevention strategy with monitoring at all dates (i.e., \(S_{s}=M\) for all \(s\ge t\)) is higher than the value from a deviation where the firm adopts the strategy of non-prevention at date t and then switches back to monitoring forever from date \(t+1\) (i.e., \(S_{t}=N\) and \(S_{s}=M\) for all \(s>t\)):
The left hand side of (47) is given by (16). The right hand side comes the fact that the strategy of non-prevention is chosen at date t: crimes are feasible and undertaken with probability \(\alpha \) and, then, are detected with probability p; when crimes are detected the firm suffers a loss F and his continuation value is \(W(G_{1})\) reported in (22). With probability \(1-p\) crimes are not discovered when committed and with probability \(1-\alpha \) they are not feasible; therefore, in both cases, the firm gets the static payoff \(x\left( y-w_{0}\right) \) and the value of prevention with monitoring \(W(M,G_{0})\) from date \(t+1\) onward.
Substituting (16) and (22) into the last expression, we obtain that condition (47) can be rewritten as \(\phi \ge \phi _{M}^{*}\) with \(\phi _{M}^{*}\) defined in (25). This proves the result that \(S=M\) is a MPE for all \(\phi \ge \phi _{M}^{*}\).
We now apply the one-shot deviation principle to determine when the non-prevention strategy dominates the monitoring one. This will also allow us to show the uniqueness of the MPE. In particular, we determine the conditions under which the value of the firm from non-prevention at all dates (i.e., \(S_{s}=N\) for all \(s\ge t\)) is higher than the value of a deviation where the firm adopts the monitoring strategy at date t and then switches back to non-prevention forever from date \(t+1\) (i.e., \(S_{t}=M\) and \(S_{s}=N\) for all \(s>t\)):
Substituting (23) into (48) and solving for \(\phi \) leads that \(S=N\) is a MPE for all \(\phi <\phi _{M}^{*}\) with \(\phi _{M}^{*} \) in (25). This also shows that the MPE at point (i) of Lemma 3 is unique.
Point (ii) of Lemma 3 can be shown in a similar way. We first determine the conditions under which \(S=E\) is a MPE when the payment of efficiency wages is always preferred to monitoring, i.e. \(x<x^{*}\). Again, using the one-shot deviation principle we find conditions under which the value of the firm from the prevention strategy with efficiency wages at all dates (i.e., \(S_{s}=E\) for all \(s\ge t\)) is higher than the value from a deviation where the firm adopts the strategy of non-prevention at date t and then switches back to paying efficiency wages forever starting from date \(t+1\) (i.e., \(S_{t}=N\) and \(S_{s}=E\) for all \(s>t\)):
From the substitution of (18) and (22) in the last expression we obtain that (49) holds when \(\phi \ge \phi _{E}^{*}\) with \( \phi _{E}^{*}\) reported in (26).
We now determine the condition under which the non-prevention strategy dominates the efficiency wage payment. Hence, using the one-shot deviation principle, we compute under which conditions the value of the firm from non-prevention at all dates (i.e., \(S_{s}=N\) for all \(s\ge t\)) is higher than the value of a deviation where the firm adopts the strategy of efficiency wage at date t and then switches back to non-prevention forever from date \(t+1\) (i.e., \(S_{t}=E\) and \(S_{s}=N\) for all \(s>t\)):
From the substitution of (23) into (50) it follows that \( S=N \) is a MPE for all \(\phi <\phi _{E}^{*}\) with \(\phi _{E}^{*}\) in (26). This also implies that the MPE at point (ii) of Lemma 3 is unique.
Finally, it is worth noting that the same results are obtained by comparing the values of the strategies assuming these are followed at each date, i.e. comparing (23) with respectively (18) and (16).
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Polidori, P., Teobaldelli, D. Corporate criminal liability and optimal firm behavior: internal monitoring versus managerial incentives. Eur J Law Econ 45, 251–284 (2018). https://doi.org/10.1007/s10657-016-9527-2
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DOI: https://doi.org/10.1007/s10657-016-9527-2