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No False Promises: How the Prospect of Non-Compliance Affects Elite Preferences for International Cooperation

Harvard Dataverse (Africa Rice Center, Bioversity International, CCAFS, CIAT, IFPRI, IRRI and WorldFish)

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Title No False Promises: How the Prospect of Non-Compliance Affects Elite Preferences for International Cooperation
 
Identifier https://doi.org/10.7910/DVN/K6TKBQ
 
Creator Hafner-Burton, Emilie M.
LeVeck, Brad L.
Victor, David G.
 
Publisher Harvard Dataverse
 
Description Why would leaders engage in international cooperation if they believe that their own government might default from their commitments? Some suggest that when leaders do so, they are essentially trying to profit from false promises—from making international commitments that they likely cannot, or will not, actually fulfill. In contrast, others expect that fears of such non-compliance will deter leaders from engaging in international cooperation. Moreover, some theories suggest that the design of cooperative agreements themselves should affect how leaders respond to these possibilities. That is, leaders should be more concerned about the prospect of their country’s non-compliance with agreements that impose, through formal means, sizeable costs on recalcitrant states. We describe the results of an experimental survey conducted on 95 high-level policy elites in the United States that allows us to examine the causal dynamics that underlie this debate. We focus on one key institutional design feature—formal enforcement—and preferences for international cooperation under different perceptions of risk about future compliance. We provide the first elite-level evidence that, as the prospect of defection rises, actual policymakers become less willing to join international agreements. However, contrary to what many theories of international institutions would predict, the presence of a formal enforcement mechanism fails to explain their aversion to cooperation. Elites dislike making false promises even when their commitments are not formally enforceable. By measuring these elites’ patience (along with other traits), we tentatively suggest that this aversion may be linked to decision-makers’ own perceptions of the future—elites who have lower discount rates are particularly sensitive to the prospect of not honoring commitments.
 
Subject Social Sciences