In democracies, we elect our political leaders by choosing among a rival set of candidates or parties. What makes us pick one over all the others? Do we carefully weigh the platforms of all the candidates and then select the one closest to our personal desires? Or, do we select the candidate our friends and neighbors recommend? Perhaps, even, to save time, do we just vote for the same party we did last time? All of these are choice strategies, and there are many more. Here we focus on a well-known explanation of how voters decide, commonly called the Michigan Model, so named for the university where it was developed, in a path-breaking scholarly volume—The American Voter. The authors systematically gathered data, via scientific survey research, on individual voters in American presidential elections, measuring different traits, perceptions, and attitudes that they hypothesized might influence vote choice. They arranged these different factors, or variables, into long-term forces and short-term forces that acted on the voter, and could be arrayed as if they were spread along a funnel of causality: from more remote, fixed variables, such as social class or party identification, to more proximate, fluid variables, such as issue preferences and candidate attributes. All these variables generally mattered, but those that concern us here deal with issues, in particular economic issues. How do voter evaluations of the economy help the voter decide what party to favor? Is it the national economy or the pocketbook that counts? How important are economic issues compared to other issues? What conditions make economic considerations more (or less) impactful? Does economic voting operate differently in different countries? These and other questions are addressed herein, with special attention to three leading democracies where economic voting has been heavily studied—the United States, Britain, and Germany. As demonstrated, economic considerations are pervasive and powerful elements in the democratic voter’s calculus.
Mary Stegmaier, Michael S. Lewis-Beck, and Lincoln Brown
Charles A. Miller
The “sunk costs fallacy” is a popular import into political science from organizational psychology and behavioral economics. The fallacy is classically defined as a situation in which decision-makers escalate commitment to an apparently failing project in order to “recoup” the costs they have already sunk into it. The phenomenon is often framed as a good example of how real decision-making departs from the assumption of forward-looking rationality which underpins traditional approaches to understanding politics. Researchers have proposed a number of different psychological drivers for the fallacy, such as cognitive dissonance reduction, and there is experimental and observational evidence that it accurately characterizes decision-making in certain contexts. However, there is significant skepticism about the fallacy in many social sciences, with critics arguing that there are better forward-looking rational explanations for decisions apparently driven by a desire to recoup sunk costs – among them reputational concerns, option values and agency problems. Critics have also noted that in practical situations sunk costs are informative both about decision makers’ intrinsic valuation for the issue and the prospects for success, making it hard to discern a separate role for sunk costs empirically. To address these concerns, empirical researchers have employed a number of strategies, especially leveraging natural experiments in certain non-political decision making contexts such as sports or business, in order to isolate the effects of sunk costs per se from other considerations. In doing so, they have found mixed support for the fallacy. Research has also shown that the prevalence of the sunk costs fallacy may be moderated by a number of factors, including the locus of decision-making, framing, and national context. These provide the basis for suggestions for future research.