Topics of Principal-Agent Contracts: Contract Analysis and Pooling Principals
Item Type text; Electronic Dissertation
Authors Zeng, Shuo
Publisher The University of Arizona.
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Link to Item http://hdl.handle.net/10150/577498 Topics of Principal-Agent Contracts: Contract Analysis and Pooling Principals
by Shuo Zeng
—————————————
A Dissertation Submitted to the Faculty of the
Department of Management Information Systems
In Partial Fulfillment of the Requirements For the Degree of
Doctor of Philosophy
In the Graduate College
The University of Arizona 2015 THE UNIVERSITY OF ARIZONA GRADUATE COLLEGE
As members of the Dissertation Committee, we certify that we have read the dissertation prepared by Shuo Zeng, titled Topics of Principal-Agent Contracts: Contract Analysis and Pooling Principals, and recommend that it be accepted as fulfilling the dissertation require- ment for the Degree of Doctor of Philosophy.
Date: 8/7/2015 Professor Moshe Dror
Date: 8/7/2015 Professor Paulo Goes
Date: 8/7/2015 Professor Stanley Reynolds
Final approval and acceptance of this dissertation is contingent upon the candidates submis- sion of the final copies of the dissertation to the Graduate College.
I hereby certify that I have read this dissertation prepared under my direction and recom- mend that it be accepted as fulfilling the dissertation requirement.
Date: 8/7/2015 Dissertation Director: Professor Moshe Dror
2 STATEMENT BY AUTHOR
This dissertation has been submitted in partial fulfillment of the requirements for an ad- vanced degree at the University of Arizona and is deposited in the University Library to be made available to borrowers under rules of the Library.
Brief quotations from this dissertation are allowable without special permission, provided that an accurate acknowledgement of the source is made. Requests for permission for ex- tended quotation from or reproduction of this manuscript in whole or in part may be granted by the head of the major department or the Dean of the Graduate College when in his or her judgment the proposed use of the material is in the interests of scholarship. In all other instances, however, permission must be obtained from the author.
SIGNED: Shuo Zeng
3 ACKNOWLEDGEMENTS
I would never have been able to finish this dissertation without the guidance from many great scholars, help from friends, and understanding and support from my family. It is my pleasure to thank all those who make this dissertation possible.
Foremost, I would like to express my most profound thanks to my advisor, Dr. Moshe Dror, for his continuous encouragement, excellent guidance, and tremendous support through- out my doctoral study. I deeply appreciate his decision to accept me as his doctoral student, his generosity in spending time on me, and his optimism and confidence in me. I will always be indebted to him for his comments on countless revisions of my dissertation, and for his advice on the rehearsal for all my research presentations. He is one of my best mentors and I will definitely benefit a lot from his training in my future career.
I am grateful to my dissertation committee members, Dr. Paulo Goes and Dr. Stanley Reynolds, for their contributions and their helpful comments. I am also grateful to the late Dr. Moshe Shaked, who untimely passed away in October 2014, for his generosity in sharing his time and knowledge with me during the creation of the first part of my dissertation.
I would like to thank the following faculty members and staffs from the Eller College of Management at the University of Arizona for their various forms of support and advice dur- ing the years of my study: Dr. Hsinchun Chen, Dr. Mingfeng Lin, Dr. Nichalin Suakkaphong Summerfield, Dr. Mark Patton, Dr. William Neumann, Dr. Mark Stegeman, Cinda Van Winkle, Mary Lambert, and Cathy Larson. I would also like to thank Dr. Xin Li and Dr. Yida Chen for their emotional support.
Finally and most importantly, my career would never have reached this new height with- out the love and support from my family. I am deeply grateful to my parents for their unconditional love and care, and for being there whenever I need them. I am also deeply grateful to my wife, Michelle, for her love, understanding, support, and patience. I am lucky to have all of you in my life.
4 DEDICATION
I dedicate my doctoral dissertation to my mother Xiumin Du and my father Ming Zeng, who have always taught me to never give up and have been supporting me unconditionally in all possible ways, especially during the most difficult times of this long journey. I also dedicate my work to my wife, Michelle, whose love and support sustained me throughout my doctoral study.
5 Contents
List of Figures ...... 9
List of Tables ...... 11
Abstract ...... 12
1 Introduction ...... 14
2 Formulating Principal-Agent Service Contracts for a Revenue Generat- ing Unit ...... 15
3 The Basic Principal-Agent ...... 17 3.1 Contractual relationship between a principal and an agent ...... 21
4 Risk-Neutral Agent ...... 24 4.1 Optimal strategies for risk-neutral agent ...... 25 4.1.1 Sensitivity analysis of the optimal strategy ...... 31 4.1.2 The second-best solution ...... 32 4.1.3 Our principal-agent game ...... 34
5 Risk-Averse Agent ...... 35 5.1 Optimal strategies with a weakly risk-averse agent ...... 38 5.1.1 Sensitivity analysis of a weakly risk-averse agent’s optimal strategy . . 53 5.1.2 Principal’s optimal strategy ...... 57 5.2 Optimal strategies given a strongly risk-averse agent ...... 70 5.2.1 Sensitivity analysis of a strongly risk-averse agent’s optimal strategy . 80 5.2.2 Principal’s optimal strategy ...... 83 5.3 Risk-averse agent – a summary ...... 88 5.3.1 Sensitivity analysis of optimal strategies in high revenue industry . . . 90 5.3.2 The second-best solution in high revenue industry ...... 92
6 Risk-Seeking Agent ...... 93
6 6.1 Optimal strategies for the weakly risk-seeking agent ...... 97 6.1.1 Sensitivity analysis of a weakly risk-seeking agent’s optimal strategy . 113 6.1.2 Principal’s optimal strategy ...... 116 6.2 Optimal strategies for the moderately risk-seeking agent ...... 125 6.2.1 Sensitivity analysis of a moderately risk-seeking agent’s optimal strategy135 6.2.2 Principal’s optimal strategy ...... 137 6.3 Optimal strategies for the strongly risk-seeking agent ...... 141 6.4 Risk-seeking agent – a summary ...... 143
7 Summary: Formulating Principal-Agent Service Contracts for a Revenue Generating Unit ...... 145 7.1 Interpreting Table 7.1 ...... 148
8 Pooling Principals ...... 150 8.1 An outline ...... 152
9 Principal-Agent Model with Multiple Principals ...... 153 9.1 The principal-agent model ...... 156 9.2 Performance based contract and the agent’s profit ...... 158 9.3 Principal’s profit ...... 159
10 Selecting Principals Set N ...... 160 10.1 Selecting a finite set of homogeneous principals ...... 160 10.1.1 Selecting two principals under FCFS queuing discipline ...... 161 10.1.2 Selecting two principals under HOLP queuing discipline ...... 164 10.2 Selecting a finite set of heterogeneous principals ...... 166 10.3 Simulation results ...... 167 10.3.1 Simulation results with homogeneous principals ...... 169 10.3.2 Simulation results with heterogeneous principals ...... 174 10.4 When to stop pooling principals? ...... 177
11 Serving Principals Set N ...... 179
7 11.1 Principal-agent model with perfectly negative dependencies ...... 179
12 Principal-Agent: The Cooperative Game Perspective ...... 182 12.1 Each principal’s ‘fair contribution’ ...... 189
13 Summary: Pooling Principals ...... 194
14 A Comparison of Performance Based Service Contracts ...... 196
References ...... 199
8 List of Figures
4.1 Illustration of the forms of u(µ) ...... 27 4.2 Structure of the proof for Proposition 4.3 ...... 27 4.3 Conditions when a risk-neutral agent accepts the contract ...... 29 4.4 Structure of the proof for Theorem 4.4 ...... 30 4.5 Structure of the principal-agent extensive form game ...... 34 5.1 π(µ, w, p) as a function of P (1) when η =1...... 37 5.2 Illustration of the forms of u(µ) when η ∈ (0, 3/5] ...... 46 5.3 Structure of the proof for Proposition 5.9 when η ∈ (0, 3/5] ...... 47 5.4 Illustration of the forms of u(µ) when η ∈ (3/5, 4/5) ...... 50 5.5 Structure of the proof for Proposition 5.9 when η ∈ (3/5, 4/5) ...... 51 5.6 Conditions when a weakly risk-averse agent accepts the contract with η = 0.6 54 5.7 Structure of the proof for Proposition 5.18 ...... 64 5.8 Structure of the proof for Theorem 5.19 and Proposition 5.20 ...... 69 ˜ ∗ ∗ ∗ ∗ ∗ ∗ 5.9 The value of ΠP ≡ ΠP (w , p = pcu; µ ) − ΠP (w , p = p3; µ ) for r ∈ (p3, r2) . 71 5.10 Illustration of the forms of u(µ) when η ∈ [4/5, 1) ...... 74 5.11 Structure of the proof for Proposition 5.23 when η ∈ [4/5, 1) ...... 75 5.12 Illustration of the forms of u(µ) when η ≥ 1...... 78 5.13 Structure of the proof for Proposition 5.23 when η ≥ 1 ...... 79 5.14 Conditions when a strongly risk-averse agent accepts the contract with η = 2 81 5.15 Structure of the proof for Theorem 5.27 ...... 86 5.16 Conditions when a risk-neutral principal makes offers to a risk-averse agent . 89 6.1 π(µ, w, p) as a function of P (1) when η = −1...... 94 6.2 Illustration of the forms of u(µ) when η ∈ (0, 3/4] ...... 104 6.3 Structure of the proof for Proposition 6.10 when η ∈ (0, 3/4] ...... 105 6.4 Illustration of the forms of u(µ) when η ∈ (3/4, 8/9) ...... 108 6.5 Structure of the proof for Proposition 6.10 when η ∈ (3/4, 8/9) ...... 109 6.6 Conditions when a weakly risk-seeking agent accepts the contract with η = 0.5 112 6.7 Structure of the proof for Theorem 6.17 ...... 121
9 6.8 Illustration of the forms of u(µ) when η ∈ [8/9, 1) ...... 128 6.9 Structure of the proof for Proposition 6.19 when η ∈ [8/9, 1) ...... 129 6.10 Illustration of the forms of u(µ) when η ∈ [1, 2) ...... 132 6.11 Structure of the proof for Proposition 6.19 when η ∈ [1, 2) ...... 133 6.12 Conditions when a moderately risk-seeking agent accepts the contract with η = 1135 6.13 Structure of the proof for Theorem 6.22 ...... 139 6.14 Illustration of the forms of u(µ) when η ≥ 2 ...... 142 6.15 Structure of the proof for Proposition 6.24 when η ≥ 2 ...... 142 6.16 Conditions when a principal makes contract offers to a risk-seeking agent . . 144 10.1 State transition diagram under FCFS when |N| = 2 ...... 161 10.2 State transition diagram under HOLP when |N| = 2 ...... 164 11.1 State transition diagram with perfectly negative interdependencies ...... 180
10 List of Tables
3.1 The variables of the model ...... 20 5.1 Indicators of the monotonicity and the concavity/convexity of function u(µ) in (5.3) ...... 39 6.1 Indicators of the monotonicity and the concavity/convexity of function u(µ) in (6.3) ...... 97 7.1 Summary of the optimal principal-agent contract formulas under exogenous conditions ...... 149 10.1 Simulation results with homogeneous principals (λ = 0.8, FCFS queuing dis- cipline) ...... 170 10.2 Simulation results with homogeneous principals (λ = 1, FCFS queuing discipline)170 10.3 Simulation results with homogeneous principals (λ = 0.8, HOLP queuing dis- cipline) ...... 171 10.4 Simulation results with homogeneous principals (λ = 1, HOLP queuing disci- pline) ...... 171
10.5 Simulation results with heterogeneous principals (r1 = 12, λ1 = 0.9, r2 = 10,
λ2 = 0.8, r3 = 11, λ3 = 1.1, r4 = 8, λ4 = 1.2, FCFS queuing discipline) . . . . 175
10.6 Simulation results with heterogeneous principals (r1 = 12, λ1 = 0.9, r2 = 10,
λ2 = 0.8, r3 = 11, λ3 = 1.1, r4 = 8, λ4 = 1.2, HOLP queuing discipline) . . . 176 10.7 Simulation results with homogeneous principals (r = 10 and λ = 1) and
positive interdependencies (ψi4 = ψ4i = 5 for all i ∈ {1, 2, 3}) ...... 178
12.1 A summary of the cases in the proof of Theorem 12.3 where i ∈ NA and
S ⊂ T ⊆ NA \{i} ...... 184
L 12.2 The frequency of a ∈ C(NA, v) for different values of |N| ...... 194
11 ABSTRACT
Consider companies who rely on revenue generating equipment that fails from time to time. Assume that a company owns one unit of equipment, whose maintenance and repair services are outsourced to a qualified service provider. We assume that the company (the principal) outsources the maintenance and repair services using performance based contracts. Such contractual relationships fall into economics’s principal-agent framework. The owners of the revenue generating units are referred to as principals, and the service provider as the agent. We address the following questions: What are the optimal contracting strategies for a prin- cipal and an agent? Can the agent benefit from pooling the service demands from multiple principals? This dissertation contains two main bodies of work contained in chapters 2∼7 and chapters 8∼13 respectively. In the first part of this dissertation (chapters 2∼7) we ex- amine the contractual options between a single principal and a single agent. The contractual options of a principal and an agent are modeled as a Markov process with an undetermined time horizon. For a risk neutral principal we identify the conditions under which a principal contracts with a risk-neutral, risk-averse, or risk-seeking agent and derive the principal’s optimal offer and the agent’s service capacity response. In essence, we provide an exten- sive formulating analysis of principal-agent contracts given any exogenous parameter values. That is, we derive mathematical formulas for the optimal contract offers and the agent’s optimal service capacity. It turns out that a small number of formulas cover a large spec- trum of principal-agent conditions. In the second part of this dissertation (chapters 8∼13), in a counter distinction to the vast literature in economics on principal-agent contractual interplay and its predominant concern with the principal, here we focus on the agent. In the case of performance based service contracts it is known that the principal extracts all the economic surplus and the agent breaks even. But this is not the case for an agent of good standing contracting with multiple principals. We show that an agent who contracts a collection of principals with interdependent failure characteristics does better than break- even – such an agent realizes a profit rate that is convexly increasing in the number of principals. The corresponding cooperative game assessing each principal’s contribution to the agent’s profit is convex and its easily computable Louderback’s value seems always to
12 be in its core. In chapter 14 we present the outline of a future study that compares several different options of contract structure faced by the principal and the agent, because the op- timal contracting strategies for the principal and the agent may not necessarily be the same under different contract structures. We discuss briefly the agent’s and the principal’s be- havior under different forms of performance based contract, which serves as a starting point for future extensions of this dissertation. To summarize, this dissertation provides practical mathematical results and important managerial insights into the principal-agent contract in equipment repair services industry.
13 1 Introduction
Consider a company that owns a revenue generating equipment unit. The unit fails from time to time. When the unit fails no revenue is generated. We assume that the company outsources the equipment unit’s maintenance and repair function to an expert repair service provider. The dissertation examines the contractual relationships between such a company and the service provider. This setting is known in economics as the principal-agent frame- work where the owner of revenue generating unit is referred to as the principal and the service provider as the agent. The contracting procedure is straight forward: a principal proposes a contract to an agent for repair services. Once the agent accepts the contract, he acquires a level of service capacity (such as purchasing specialized tools, ordering spare parts and hiring well-trained technicians, etc.) to repair the principal’s unit whenever it fails. We assume that the expected repair time during the contract period is inversely proportional to the service provider’s service capacity. The agent is compensated as prescribed by the contract.
Since a failed unit does not generate any revenue, therefore it stands to reason that the principal prefers shorter repair times, which implies a higher service capacity. On the other hand, due to a positive marginal cost of service capacity, the agent has an incentive to in- stall a lower service capacity. We assume that the principal does not contract directly on the agent’s service capacity (unobservable by the principal) for two reasons. First, the agent may acquire the service capacity after signing the contract. Second and more important, the agent’s service capacity is reflected by the average repair times, which can only be observed by the end of the contract period. Due to unobservability, the agent’s capacity decision may deviate from the principal’s desired service capacity, and this is known in economics as moral hazard. In this dissertation we focus on performance based contracts used to alleviate moral hazard. By using a performance based contract, the principal can transfer part of her revenue risk to the agent’s revenue risk thus provide an incentive for the agent to install service capacity desired by the principal. We address two questions in this dissertation: (1) What are the optimal contracting strategies for a single principal and a single agent? (2)
14 Can an agent profit from pooling the service demands of multiple principals?
This dissertation is organized as follows. In the first part (chapter 2∼7), we extensively analyze the principal-agent repair service contracts in a single principal and single agent setting. We assume that the principal is risk-neutral and the agent can be either risk- neutral, risk-averse or risk-seeking. We derive a small set of mathematical formulas that represent the optimal contracting strategies for both the principal and the agent for the whole value space of exogenous parameters. In the second part (chapter 8∼13), we examine how an agent of good standing chooses to contract with a subset of principals that benefits him the most. Due to the complexity of an agent’s optimization problem of pooling the ‘best’ subset of principals, we resort to numerical simulations to understand the agent’s optimal pooling strategy. Based on the simulation results, we then propose a theoretical model of the agent’s optimal profit and examine several value allocation schemes to assess each principal’s contribution to the agent’s profit. Finally in chapter 14 we present an outline of an ongoing study that compares the optimal strategies of a principal and an agent under different performance based contract structures.
2 Formulating Principal-Agent Service Contracts for a Revenue
Generating Unit
With the ongoing technological advancements in manufacturing, health delivery systems, information technologies etc., numerous industrial entities become reliant on sophisticated product delivery systems for provision of revenue generating operations. For example, fuel- efficient aircraft engines are essential for airlines to provide affordable transportation services; mining companies operate large interdependent mining equipment units for extraction of hun- dreds truck loads of ores everyday; oil refineries construct groups of fractionating columns to produce various crude oil products; sophisticated flexible manufacturing systems enable manufacturing companies to machine different types of parts with high efficiency at low costs; data server arrays are the backbone of real-time electronic transaction systems oper-
15 ated by banks and credit card companies; advanced office printing and scanning equipment is indispensable for efficient information collection and dissemination in large companies, universities and government agencies.
There are common characteristics shared by the equipment units of sophisticated prod- uct delivery systems. First, the equipment units are mission-critical such that no revenue is generated when the equipment units fail. Second, these units are assumed to operate in a reliable mode with short downtimes relatively to their uptimes. Third, the units are usually of a specialized nature that requires expert maintenance/service providers. It is common for the owner of such systems to outsource the maintenance and repair of her equipment units to an independent supplier of specialized repair services. Therefore the main topic of this work – the analysis of the contractual details that have to be addressed in the agreement between the system’s owner and the supplier of maintenance and repair services.
In this work we examine the contractual options between the owner (principal, she) of a revenue generating unit and a service provider (agent, he) in a framework of principal-agent economic model. Although our initial framing of the principal-agent problem follows Kim et al. (2010), our analysis is significantly different from Kim et al. (2010) and is much more extensive than their analysis. First, the agent is assumed to be risk-neutral or risk-averse in Kim et al. (2010) while our analysis also include risk-seeking agent. Second, our analysis of the principal-agent contract covers the value of exogenous parameters exhaustively, while Kim et al. (2010)’s assumptions of a reliable equipment unit and negligible downtimes (com- pared to uptimes) require that the values of certain exogenous parameters fall into a narrow range. Finally and the most important, we derive explicit formulas for optimal principal- agent contract under any market and industry conditions without imposing any additional constraint.
In a counter-distinction to Kim et al. (2010) we model the principal-agent system of a risk-neutral principal with risk-neutral, risk-averse, or risk-seeking agent as a Markov process
16 with an undetermined time horizon instead of a contract for a finite horizon normalized to 1. In addition, we replace Kim et al. (2010)’s representation of agent’s risk as variance of his revenue stream with a piece wise linear function in a steady state probability of failure as a proxy for a measure of agent’s revenue risk.
Our analysis assumes a single risk-neutral principal who owns one unit of revenue gener- ating entity and a single agent.
3 The Basic Principal-Agent
In a basic principal-agent setting, the principal contracts an agent to perform a service func- tion and the agent chooses the level of his capacity (his ‘effort’) in response to the contract offer and subsequently its effect on the principal’s revenue stream. We assume that the prin- cipal’s equipment unit generates revenue at an expected rate of r > 0 $ per unit of uptime. The unit runs for a random period of time before failing, and remains in the failed state until it is repaired. To address the recurring maintenance and equipment failures the principal contracts an agent who subsequently installs a repair capacity and repairs the principal’s equipment when it fails. The contract structure considered is rather simple: the principal proposes to pay the agent w > 0 $ per unit of time during the duration of the contract but the agent pays the principal p > 0 $ per unit of time during the unit’s failure duration. The agent’s capacity decision is unobservable by the principal. Each party is presumed to choose the values that maximize his/her utilities. We assume that the parties are rational and each knows that the other is rational, etc. till infinitum. It includes their individual computa- tional ability to anticipate (compute) the other party’s best response to any offer. Therefore, with some abuse of timing we presume that both, the contract offer and the service capacity decision, occur at the same time with full knowledge of the two parties.
In general, if the agent’s action is observable and contractible, then the principal would contract directly on agent’s service capacity that maximizes the principal’s profit leaving zero
17 surplus to the agent – enough to ensure agent’s participation. Such a scenario is referred to as the first-best solution (H¨olmstrom,1979). If the agent’s action is unobservable and therefore uncontractible, then the agent’s response may deviate from the one prescribed by the principal in the first-best solution, and the principal risks realizing lower profits. The likelihood and the degree of agent’s deviation from the desired action is referred to as moral hazard (Luenberger, 1995). When moral hazard is present the principal uses the available information about the agent’s action to alleviate the moral hazard (H¨olmstrom, 1979) and proposes a contract with incentives that aim the agent to maximize her profit.
Principal’s main information about the agent’s capacity is deduced from her revenue stream. The revenue consequences of agent’s action are referred to as the service perfor- mance characteristics, and quantified service performance metrics are referred to as perfor- mance measures. The contracts that use performance measures are called performance based contracts. By offering an agent performance based contract, the principal transfers part of her risk regarding revenue to the agent’s revenue risk, thus providing incentives for the agent to choose the action desired by the principal. If the performance measure is positively cor- related with principal’s revenue, a rate of award for each unit of the performance measure, known as the piece rate b, is specified in the contract. If the performance measure is neg- atively correlated with principal’s revenue, a penalty rate for each unit of the performance measure, denoted by p, is specified in the contract.
Under performance based contracts, the agent maximizes his utility in response to the scheme proposed by the principal, and the principal maximizes her profit while anticipat- ing the agent’s optimizing decision. This scenario is referred to as the second-best solution (H¨olmstrom,1979). Given a compensation scheme, if the agent’s utility is globally concave, the second-best solution can be derived using first order condition of the agent’s utility, referred to as the first-order approach. If the agent’s utility is not globally concave, the first-order approach is generally invalid and alternative approaches have to be used such as converting the agent’s utility optimization problem into a convex programming problem
18 (Grossman and Hart, 1983).
In our case short unit’s downtimes (relative to uptimes) imply a higher revenue for the principal, thus the downtimes and their frequency infer the agent’s service performance. The service capacity can only be inferred to by the nature of downtimes, which are unobservable before signing the contract. Therefore moral hazard is of concern with performance based contracts. The performance measure adopted here is based on the unit’s downtimes. The downtimes are negatively correlated with principal’s revenue, and the agent is charged a penalty p $ for each unit (seconds, minutes, hours or days) of the performance measure.
In Kim et al. (2010) the profit function of the principal and the utility function of the agent are based on three assumptions. First, the unit is mission-critical and the principal owns one unit. Second, the unit is highly reliable such that the service times are relatively short as compared to the uptimes. Third, the service times are independently and identically distributed, and the distribution has no upper bound on the realization of the service times. This model has two pitfalls: (i) Kim et al. (2010) assume the failures as a Poisson arrival process independent of the service times. It allows for a new failure to occur while the unit is still in a failed state, contradicting that no new failure can occur when in a failed state. (ii) The profit/utility functions describe the total profit/utility during a single contract period assumed finite and normalized to 1. Although the contract period is finite, it contradicts their assumption about the service time distribution with no upper bound on duration of the service time.
To repeat, the failure rate of the equipment unit is a constant λ, the repair time is ex- ponential with a constant repair rate µ (the service capacity is the repair rate), yielding a less general model than Kim et al. (2010). Furthermore, we do not restrict the contract to a period of time, rather, the contract can be dynamic and and can be offered and ac- cepted/rejected continuously in time.
19 The unit’s failure rate λ > 0, the principal’s expected revenue rate r > 0, and the marginal capacity cost c > 0, are exogenous variables. The payment rate w and the penalty rate p are determined by the principal, whereas the service capacity µ ≥ 0 is determined by the agent. We denote an exogenous scalar parameter η as preference and intensity indicator for agent’s risk attitude: η = 0 for risk-neutral, η > 0 for risk-averse, and η < 0 for risk- seeking.
The seven variables that appear in our model are listed in Table 3.1.
Table 3.1: The variables of the model
Variable Description Type η agent’s risk attitude exogenous r unit’s revenue rate exogenous λ unit’s failure rate exogenous c marginal rate of capacity cost exogenous w agent’s compensation rate determined by the principal p agent’s penalty rate determined by the principal µ service capacity determined by the agent
Two performance measures are considered in Kim et al. (2010). The first one is cumu- lative downtime – the sum of downtimes during a finite contract period. The second one is the average downtime, which uses the sample average of downtimes during a finite contract period as the performance measure. The two measures provide different incentives for the agent’s capacity decisions. In essence, the agent’s optimal service capacity behaves non- monotonically with the failure rate when using average downtime, while it is monotonically increasing when using cumulative downtime. This is because average downtime reflects the risk differently compared to cumulative downtime. When the failure rate is higher, the ex- pected number of failures is higher during the finite contract period. For a higher number of failures and the same service capacity, average downtime dilutes the agent’s risk by a factor proportional to the square of the number of failures as compared to cumulative downtime, thus provides an incentive for the agent to choose a lower service capacity, leading to reduced service performance. We adopt the steady state probability of the failed state as the sole
20 performance measure, which is equivalent to cumulative downtime in our undetermined time horizon setting.
The literature on principal-agent setting is extensive in economics since the topic is fundamental to the economic analysis of firms’ interdependence via contractual agreements that impact their output. We do not survey here the principal-agent literature. This has been done very well by numerous authors. A partial list includes Ross (1973), H¨olmstrom (1979), Stiglitz (1974), Stiglitz (1979), Myerson (1983), H¨olmstrom and Milgrom (1987), Fudenberg and Tirole (1990), Maskin and Tirole (1990), Maskin and Tirole (1992), and Bolton and Dewatripont (2005). For analytic and numerical solutions to principal-agent problems see Grossman and Hart (1983) and Guesnerie and Laffont (1984).
3.1 Contractual relationship between a principal and an agent
When an agent contracts a single principal, the agent is always available when the unit fails, therefore the unit’s downtimes are the same as the service times. To mitigate the pitfalls in Kim et al. (2010) we recast this system a Markov process. The state of the Markov process is defined as the state of the principal’s unit: in state 0 when the unit is operational, and in state 1 when the unit is not operational. We assume that the uptimes of the unit are inde- pendently and identically distributed following an exponential distribution that is governed by the unit’s failure rate, and the service times of the unit are independently and identically distributed, following an exponential distribution governed by the agent’s service capacity. For a risk-neutral agent we propose an objective function that describes his expected utility rate for each unit of time in an infinite time contract assuming the Markov process is in steady state. Similarly we propose an objective function that describes a risk-neutral princi- pal’s expected profit rate. Both the principal’s and the agent’s objective functions depend on the compensation rate w > 0 paid by the principal to the agent and the penalty rate p > 0 charged by the principal for each unit of downtime. Furthermore, the principal’s expected profit rate also depends on the revenue rate r > 0, and the agent’s expected utility rate also depends on the marginal cost c > 0 of the service capacity for each unit of time. In
21 our principal-agent contractual relationship, the principal controls w and p, and the agent controls µ, therefore we call vector ((w, p), µ) a strategy. The c is exogenously determined by the market and in this work it is normalized as a monetary unit ⇒ c ≡ 1. Observation 4.1 (below) points out that a contract with compensation rate w paid only for each unit of uptime and penalty rate charged for each unit of downtime is equivalent to our setting of principal-agent contract.
Notation: Denote the principal’s expected profit rate by ΠP (w, p; µ) and the agent’s ex-
pected utility rate by uA(µ; w, p), omitting the exogenous parameters.
When the agent does not accept the contract offer he commits no service capacity and
receives no compensation. uA(µ = 0) = 0 is referred to as the agent’s reservation utility rate. An agent accepts the contract only if his expected utility rate is greater than or equal to his reservation utility rate, referred to as the individual rationality (IR) constraints. When the principal does not contract an agent for the repair service, then since an equipment failure will occur after some finite time with probability 1, therefore in the long run the principal’s expected profit rate equals zero, which is referred to as the principal’s reservation profit rate
(ΠP = 0). Individual rationality principal dictates that the principal offers a contract only if her expected profit rate is strictly greater than her reservation profit rate.
When a principal-agent contract exists, the agent’s average utility over a finite period of time converges to his expected utility rate as the period approaches infinity. However with positive probability the agent receives negative revenue stream over some finite period of time, such that his cumulative revenue (utility) drops below a certain threshold and triggers bankruptcy preference claim against the agent. In our work, we presume that the likelihood of such bankruptcy condition to occur is negligible.
The above principal-agent problem is characterized by expression of the principal’s and agent’s expected profit/utility rates and the values of the exogenous parameters. Denote a
22 principal-agent problem by P(ΠP , uA, η, λ, r) or for short P.
Definition 3.1 (Strategy Set). The strategy set of a principal-agent problem P is defined as a vector S(P) ≡ {((w, p), µ) |w > 0, p > 0, µ ≥ 0}.
Definition 3.2 (Weak Domination). Consider two strategies ((w, p), µ),((w0, p0), µ0) ∈ S(P). ((w, p), µ) is said to weakly dominates ((w0, p0), µ0), denoted by ((w, p), µ) ((w0, p0), µ0),
0 0 0 0 0 0 if the two strategies result in ΠP (w, p; µ) ≥ ΠP (w , p ; µ ) and uA(µ; w, p) ≥ uA(µ ; w , p ) with at least one strict inequality.
Definition 3.3 (Set of Admissible Solutions). The set of admissible solutions (also known as the set of Pareto optimal solutions) for the principal-agent problem P is the set s(P) of all strategies ((w, p), µ) ∈ S(P) for which:
(a) @ ((w0, p0), µ0) ∈ S(P) such that ((w0, p0), µ0) ((w, p), µ) – there is no other strategy that weakly dominates ((w, p), µ).
(b)Π P (w, p; µ) > ΠP and uA(µ; w, p) ≥ uA.
Pareto optimality implies that the principal cannot increase her expected profit rate with- out lowering the agent’s expected utility rate and vice versa (Luenberger, 1995), and it has been proven that generally both the principal and the agent achieve Pareto optimality as a subset of the second-best solutions (Ross, 1973). Since the agent’s IR is always binding, condition (a) in Definition 3.3 guarantees that all admissible solutions are Pareto optimal. We require that all the solutions proposed in this work be Admissible Solutions.
This work is presented as follows: In Section 4, we describe the basic model with a risk-neutral principal and a risk-neutral agent, and we state the exogenous conditions that guarantee the existence of a contract and the optimal contract terms. In Section 5 we analyze risk-averse agent. Section 6 is dedicated to the analysis of a risk-seeking agent. In Section 7 we summarize our findings and conclusions. Notation is introduced as needed.
23 4 Risk-Neutral Agent
When a risk-neutral agent accepts a contract offer (w, p), his expected utility rate is com- posed of the expected value of the compensation rate from the principal and a deterministic cost rate of the service capacity which can be expressed as w−pP (1)−µ, where P (1) denotes the steady state probability of the unit being in the failed state. Similarly denote the steady state probability of the unit being operational by P (0) = 1 − P (1).
Notation: (x)+ = x when x ≥ 0 and (x)+ = 0 when x < 0.
A risk-neutral agent’s expected utility rate is:
uA(µ; w, p) = (w − pP (1) − µ)+ for w > 0, p > 0, µ ≥ 0 (4.1)
P (0) and P (1) (functions of λ and µ), represent the proportion of time in the steady state the Markov process is in state 0 and state 1 respectively (Ross, 2006). They satisfy the balance equations of the Markov process and sum up to 1, thus P (0) = µ/(λ+µ),P (1) = λ/(λ+µ):
pλ uA(µ; w, p) = w − − µ for w > 0, p > 0, µ ≥ 0 (4.2) λ + µ +
Since the principal determines w and p she can always entice the agent to accept the contract.
For r > 0 (determined exogenously by the market), the principal’s expected profit rate is composed of the expected revenue rate generated by her unit, the expected penalty rate collected from the agent and the compensation rate paid to the agent:
rµ pλ Π (w, p; µ) = rP (0) − w + pP (1) = − w + for w > 0, p > 0, µ ≥ 0 (4.3) P λ + µ λ + µ
Observation 4.1. We note that under another type of contract, where the principal com- pensates the agent only for each unit of uptime (instead of each unit of time), the agent’s expected utility rate is equivalent to (4.2), and the principal’s expected profit rate is equivalent
24 to (4.3): Under the new type of contract, denote the compensation rate by w˜ and the penalty rate by p˜, therefore the agent’s expected utility rate becomes:
wµ˜ pλ˜ uA(µ;w, ˜ p˜) = (wP ˜ (0) − pP˜ (1) − µ)+ = − − µ forw ˜ > 0, p˜ > 0, µ ≥ 0 λ + µ λ + µ + (4.4)
and the principal’s expected profit rate becomes:
rµ wµ˜ pλ˜ Π (w, ˜ p˜; µ) = rP (0) − wP˜ (0) +pP ˜ (1) = − + forw ˜ > 0, p˜ > 0, µ ≥ 0 P λ + µ λ + µ λ + µ (4.5)
Replacing w˜ by w and p˜ by (p − w) in (4.4) and (4.5) we obtain (4.2) and (4.3) respectively.
Note that a performance based contract can even take the form such that a compensation rate is specified for each unit of uptime (instead of each unit of time) and no penalty rate is charged whatsoever. That is, the principal controls only one variable (the compensation rate) instead of two (the compensation rate and the penalty rate). However this form of performance based contract is not discussed in this work.
Returning to the agent as in (4.2) we define the part inside the brackets by
pλ u(µ) ≡ w − − µ (4.6) λ + µ
i.e., for µ ≥ 0, u(µ) is continuous and differentiable everywhere:
du(µ) pλ d2u(µ) 2pλ = − 1 and = − < 0 dµ (λ + µ)2 dµ2 (λ + µ)3
du(µ) p du(µ) u(0) = w − p, = − 1 and lim = −1 µ→+∞ dµ µ=0 λ dµ
4.1 Optimal strategies for risk-neutral agent
Note that u(µ) in (4.6) increases and ΠP (w, p; µ) in (4.3) decreases in w, therefore for any value of penalty rate p, the principal can raise her expected profit rate by adjusting the rate
25 w low enough while ensuring the agent’s participation by setting the agent’s expected utility rate equal to his reservation utility rate. Although the principal cannot contract directly on the agent’s capacity, she presumes the agent will optimize his expected utility rate. That is, for any compensation rate w and penalty rate p proposed by the principal, the agent computes the value of µ that maximizes his expected utility rate and decides whether to accept the contract or not by solving the following optimization problem:
pλ max u(µ) = max w − − µ (4.7) µ≥0 µ≥0 λ + µ
∗ with agent’s optimal service capacity denoted by µ (w, p) = argmaxµ≥0 u(µ).
2 We describe the agent’s optimal response to any possible contract offer (w, p) ∈ R+ in Proposition 4.3, but we start with a simple technical lemma – one of many. √ Lemma 4.2. If p > λ > 0, then p > 2 pλ − λ > 0. √ √ √ √ 2 Proof. If p > λ > 0, then 2 pλ−λ > 2λ−λ = λ > 0 and p−2 pλ+λ = p − λ > 0, √ where the latter inequality indicates p > 2 pλ − λ.
Proposition 4.3. Consider a risk-neutral agent with uA(µ; w, p) given in (4.2).
(a) Given p ∈ (0, λ], then the agent accepts the contract only when w ≥ p and does not commit any service capacity (µ∗(w, p) = 0), which results in expected utility rate
∗ uA(µ (w, p); w, p) = w − p ≥ 0. √ (b) Given p > λ, then the agent accepts the contract only when w ≥ 2 pλ − λ and √ installs service capacity µ∗(w, p) = pλ − λ > 0 resulting in expected utility rate
∗ √ uA(µ (w, p); w, p) = w − 2 pλ + λ ≥ 0.
Proof. Figure 4.1 illustrates the form of u(µ) when the value of p falls in different ranges. The structure of the proof for Proposition 4.3 is depicted in Figure 4.2.
Case p ∈ (0, λ]: u(µ) is decreasing for µ ≥ 0, therefore the optimal service capacity is set at µ∗(w, p) = 0 and u(µ∗(w, p)) = w − p.
26 Case u ( µ )
0.95 0.96 0.97 0.98 0.99 w condition order Subcase Subcase Subcase Subcase λ > p 0 − 2 rc foffered. if tract tract. √ : pλ λ h evc aaiyta maximizes that capacity service The w w w w + (a) ∈ ≥ ∈ ≥ λ = λ Risk-Neutral codn oLma42w aet eov h olwn subcases: following the resolve to have we 4.2 Lemma to According . 2 0.01 p (0 λ iue42 tutr ftepoffrPooiin4.3 Proposition for proof the of Structure 4.2: Figure 2 p Agent du 0 ∈ √ :
,
p , , w (0 µ ( u 2 = pλ µ 1 iue41 lutaino h om of forms the of Illustration 4.1: Figure ( √ ): λ ,
,
) µ p 3 /dµ = λ ] ∗ pλ − 0.5 u ( ,p w, ( λ µ λ | − p µ ∗ : = λ > p ∈ ( 4 )) ,p w, µ λ λ (0 u ∗ λ , ( ( ≥ w,p µ : ] )) ∗ ,tu h gn ol cettecnrc foffered. if contract the accept would agent the thus 0, u ( ) ,p w, ( 5 < 0 = λ µ ∗ ,teeoeteaetrjcstecontract. the rejects agent the therefore 0, ( )) ,p w, 27 ⇒ w ≥ w ∈ u ( µ ) )) ≥ w µ ,teeoeteaetwudacp h con- the accept would agent the therefore 0, 0 w ∗ , ∈ 2 2 √ ( < ≥ √ (0 0.950 0.955 0.960 0.965 0.970 0.975 0.980 ,p w, pλ pλ p , p u ,teeoeteaetrjcstecon- the rejects agent the therefore 0, − 0 ) − ( λ = ) µ λ spstv sse rmtefirst the from seen as positive is ) √ λ pλ u µ ( µ ∗ − (b) = λ = ) Reject. Reject. µ 2 ∗ > λ √ 0.01 λ 0 = pλ λ > p
,
w − µ = λ and 0 1
,
3 p λ = 2 λ u ( 4 λ µ ∗ ( ,p w, 5 λ )= )) In summary, given exogenous market conditions such that there exists a contract bene- fiting both the agent and principal (see Theorem 4.4 later), only one formula is necessary √ for the agent to determine his service capacity: µ∗(w, p) = pλ − λ > 0.
The conditions when the agent accepts the contract are depicted by the shaded ar- eas in Figure 4.3. The two shaded areas with different grey scales represent conditions √ {(w, p): p ∈ (0, λ] , w ≥ p} and (w, p): p > λ, w ≥ 2 pλ − λ under which the agent ac- cepts the contract but responds differently. The lower bound function of the shaded areas
(denoted by w0(p)) represents the contract offers that result in agent zero expected utility rate. w0(p) is defined as follows:
p for p ∈ (0, λ] w0(p) = √ 2 pλ − λ for p > λ
Since limp→λ− w0(p) = limp→λ+ w0(p) = λ, limp→λ− dw0(p)/dp = limp→λ+ dw0(p)/dp = 1,
w0(p) is continuous and differentiable everywhere for p ∈ R+.
Anticipating (calculating) the agent’s optimal response µ∗(w, p) the principal chooses w and p that maximize her expected profit rate by solving the optimization problem:
∗ ∗ rµ (w, p) pλ max ΠP (w, p; µ (w, p)) = max − w + (4.8) w>0,p>0 w>0,p>0 λ + µ∗(w, p) λ + µ∗(w, p)
∗ ∗ ∗ with the optimal rates (w , p ) = argmaxw>0,p>0 ΠP (w, p; µ (w, p)). We only consider pairs 2 (w, p) ∈ R+ such that uA(µ; w, p) ≥ 0.
n p o Define: DRN ≡ {(w, p): p ∈ (0, λ] , w ≥ p} ∪ (w, p): p > λ, w ≥ 2 pλ − λ (4.9)
Theorem 4.4. Given a risk-neutral agent as in (4.2) and a principal as in (4.3) and suppose that (w, p) ∈ DRN .
28 w
∗ ∗ µ =0 µ = p λ − λ
λ
w=2 p λ − λ w=p 0 p 0 λ
Figure 4.3: Conditions when a risk-neutral agent accepts the contract
(a) If r ∈ (0, λ], then the principal does not propose a contract.
(b) If r > λ, then the principal’s offer and the agent’s capacity are respectively
√ √ (w∗, p∗) = 2 rλ − λ, r and µ∗(w∗, p∗) = rλ − λ (4.10)
√ ∗ ∗ ∗ ∗ ∗ resulting in principal’s expected profit rate ΠP (w , p ; µ (w , p )) = r − 2 rλ + λ.
Proof. The structure of the proof for Theorem 4.4 is depicted in Figure 4.4.
Case p ∈ (0, λ] and w ≥ p: According to Proposition 4.3 part (a), the agent would accept
the contract without installing any service capacity. Since ∂ΠP /∂w = −1 < 0, the
∗ ∗ ∗ ∗ principal chooses w = p and ΠP (w , p; µ (w , p)) = −p + p = 0. Left with zero expected profit rate, the principal does not propose a contract.
29 p ∈ (0, λ] and w ≥ p No contract offered.
Risk-Neutral Principal with Risk-Neutral r ∈ (0, λ] No contract offered. Agent √ p > λ and w ≥ 2 pλ − λ
√ w∗, p∗ = 2 rλ − λ, r r > λ √ µ∗(w∗, p∗) = rλ − λ
Figure 4.4: Structure of the proof for Theorem 4.4
√ Case p > λ and w ≥ 2 pλ − λ: According to Proposition 4.3 part (b), the agent ac- √ cepts the contract and installs capacity pλ − λ. Since ∂ΠP /∂w = −1 < 0, thus
∗ √ ∗ ∗ ∗ w = 2 pλ−λ and the principal’s optimization problem is maxp>λ ΠP (w , p; µ (w , p)) where:
√ √ r Π (w∗, p; µ∗(w∗, p)) = r + λ − λ p + √ (4.11) P p
√ √ Define x ≡ p, a ≡ λ. The principal’s expected profit rate, denoted by f(x), can be restated as f(x) = r + a2 − a (x + r/x) for x > 0 and a > 0. Maximizing f(x) with
∗ ∗ ∗ respect to x > 0 is equivalent to maximizing ΠP (w , p; µ (w , p)) with respect to p > 0 in the sense that
2 ∗ ∗ ∗ argmax ΠP (w , p; µ (w , p)) = argmax f(x) p>0 x>0
? ∗ ∗ ∗ 2 2 3 Denote p ≡ argmaxp>0 ΠP (w , p; µ (w , p)). Since d f(x)/dx = −2ar/x < 0, thus
f(x) is concave with respect to x > 0 and from the first order condition df(x)/dx|x=x∗ = √ ar/ (x∗)2 − a = 0 ⇒ x∗ = r. Therefore p? = (x∗)2 = r. However p? = r is not necessarily the optimal solution because the principal maximizes p for p > λ. Thus p∗ = max{r, λ}.
Subcase r ∈ (0, λ]: p∗ = λ; the principal does not propose a contract since her ex- pected profit rate is zero. √ ∗ ∗ ∗ ∗ ∗ ∗ Subcase r > λ: p = r; the principal receives ΠP (w , p ; µ (w , p )) = r−2 rλ+λ = √ √ 2 √ r − λ > 0 and proposes a contract (w∗, p∗) = (2 rλ − λ, r) that induces
30 √ the agent to install service capacity µ∗(w∗, p∗) = rλ − λ.
In summary, if r ∈ (0, λ], then the principal does not propose a contract (Theorem 4.4 √ (a)). If r > λ, then the principal offers (w∗, p∗) = 2 rλ − λ, r and the agent installs √ capacity µ∗(w∗, p∗) = rλ − λ (Theorem 4.4 (b)), which is an admissible solution according to Definition 3.3.
Note that in an optimal contract configuration the agent compensates fully the principal for lost revenue during the unit’s fail duration.
4.1.1 Sensitivity analysis of the optimal strategy
The principal-agent rationality assumption are odds with the agent accepting a contract offer and responding with µ∗ = 0. Therefore the only viable case is when the agent accepts √ the contract and installs µ∗(w, p) = pλ − λ. In this case the rate w is bounded below by √ 2 pλ − λ = pP (1) + µ∗(w, p), with pP (1) representing the expected penalty rate charged by the principal when the optimal capacity is installed. It implies that the agent should at least be reimbursed for the expected penalty rate and the cost of the optimal service capacity in exchange for his repair service.
The optimal service capacity itself depends only on p and λ. Note that ∂µ∗/∂p = pλ/4p > 0 and ∂µ∗/∂λ = pp/4λ − 1. It indicates that given a λ the agent will in- crease the µ when the p increases. However, given a p the change in µ∗ with respect to the √ failure rate is not monotonic. The pλ − λ, as a function of λ, increases when λ ∈ (0, p/4) and decreases when λ ∈ (p/4, p). If the principal’s unit is reliable (λ ∈ (0, p/4)), then the agent increases the µ when λ increases. If the principal’s unit is less reliable (λ ∈ (p/4, p)), then the savings from reducing the µ are greater than the increase in p, therefore the agent will reduce µ∗ when the λ increases.
√ The agent’s optimal expected utility rate when installing capacity µ∗(w, p) = pλ − λ
∗ ∗ √ is uA ≡ uA(µ (w, p); w, p) = w − 2 pλ + λ, and it depends on w, p and λ. Note that
31 ∗ ∗ p ∂uA/∂w = −1 < 0, ∂uA/∂p = − λ/p < 0, indicating that the agent’s optimal ex- pected utility rate decreases with the compensation rate and the penalty rate. Note that
∗ p p ∂uA/∂λ = − p/λ + 1, and from Proposition 4.3 p > λ ⇒ − p/λ + 1 < 0, therefore the agent’s optimal expected utility rate also decreases with the failure rate.
According to Theorem 4.4, a principal offers a contract to a risk-neutral agent only if √ ∗ ∗ ∗ r > λ and her offer is (w , p ) = 2 rλ − λ, r resulting in expected profit rate ΠP ≡ √ √ 2 ∗ ∗ ∗ ∗ ∗ √ ΠP (w , p ; µ (w , p )) = r − 2 rλ + λ = r − λ . The compensation rate and the expected profit rate depend on r and λ, and the penalty rate equals r. Note that ∂w∗/∂r = pλ/r > 0 and ∂w∗/∂λ = pr/λ − 1 > 0 implying that given the λ, the principal will increase w when the revenue rate increases, and given the revenue rate, the principal will √ ∗ √ √ ∗ increase w when λ increases. Note that ∂ΠP /∂r = r − λ / r > 0 and ∂ΠP /∂λ = √ √ √ − r − λ / λ < 0. These results imply that given λ, principal’s expected profit rate will increase when the revenue rate increases, and given the revenue rate, principal’s expected profit rate will decrease when her equipment unit becomes less reliable.
4.1.2 The second-best solution √ √ According to Theorem 4.4, ((w∗, p∗) = 2 rλ − λ, r , µ∗(w∗, p∗) = rλ − λ) is the second- best solution. When the principal can contract directly on µ there is no moral hazard.
FB Therefore in first-best setting, the agent’s expected utility rate, denoted by uA (w, µ), is FB simply uA (w, µ) = (w − µ)+ for w > 0 and µ > 0. Since the principal determines w and µ, her optimization problem is:
FB rµ max ΠP (w, µ) = max {rP (0) − w} = max − w (4.12) w>0,µ>0 w>0,µ>0 w>0,µ>0 λ + µ
FB FB FB Denote w and µ the corresponding solution. Since ∂ΠP /∂w = −1 < 0, therefore the principal chooses wFB = µ to ensure the agent’s participation and her optimization problem
32 becomes:
FB rµ max ΠP (µ) = max − µ (4.13) µ>0 µ>0 λ + µ
2 FB 2 3 Since d ΠP (µ)/dµ = −2rλ/(λ+µ) < 0, the principal’s expected profit rate is concave with FB FB respect to µ > 0 and µ can be derived from the first order condition dΠP (µ)/dµ µ=µFB = √ √ rλ/ λ + µFB2 − 1 = 0 ⇒ µFB = rλ − λ. However µFB = rλ − λ may not nec- essarily be the optimal solution because the principal requires µ > 0. Note that µFB = √ √ √ λ r − λ > 0 only if r > λ. Therefore the first-best solution is:
√ wFB = µFB = rλ − λ for r > λ (4.14)
By comparing the second-best solution (4.10) to the first-best solution (4.14), we conclude:
1. The principal offers a contract only when r > λ indicating that the existence of a beneficial contract for risk-neutral agent is determined exogenously by the market (the revenue rate r) and the nature of the equipment (the failure rate λ), which is consistent with Proposition 2 in Harris and Raviv (1978).
2. The proposed w in the second-best solution is higher than that in the first-best solution √ √ (w∗ = 2 rλ − λ > rλ − λ = wFB), because the principal has to compensate for the p when the agent’s µ is not observable. Nevertheless, the second-best contract is efficient (as the first-best contract) because of point 3 below.
3. The optimal capacity in the first-best solution and the second-best solution are the same √ (µFB = µ∗(w∗, p∗) = rλ − λ), indicating that the principal can induce a risk-neutral agent to install the desired capacity without contracting on it directly. Furthermore, the principal receives the same expected profit rate no matter if the agent’s action is observable (thus contractible) or not. This is consistent with Proposition 3 part (i) in Harris and Raviv (1978).
4. Finally when the agent is risk-neutral, the principal is guaranteed getting the revenue rate r at all times regardless of the state of the equipment unit (because p∗ = r). This
33 √ comes at the cost of the contract (w∗ = 2 rλ − λ). In other words, the principal’s profit rate appears as if it is deterministic. However this is not true for a risk-averse agent, as seen in Section 5.
4.1.3 Our principal-agent game
To clarify the interplay of decisions by the principal and the agent, we cast the principal- agent problem in an extensive form game depicted in Figure 4.5 below, where “P” represents the principal and “A” the agent.
P
O1 O2 O3 O4
A A A A
µ∗ µ∗ R µ∗ R µ∗ R R
s s λ λ 0 −w + p 0 −w + p 0 r − w + (p − r) 0 r − w + (p − r) 0 w − p 0 w − p 0 √ p 0 √ p w − 2 pλ + λ w − 2 pλ + λ
Figure 4.5: Structure of the principal-agent extensive form game
There are four possible strategies the principal can choose from:
O1: Offer a contract with p ∈ (0, λ] and w ∈ (0, p).
O2: Offer a contract with p ∈ (0, λ] and w ≥ p.