International Relations and the Psychology of Time Horizons

Ronald R. Krebs, Aaron Rapport
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引用次数: 42

Abstract

Theories of international relations have often incorporated time horizons — a metaphor for the value actors’ place on the future relative to the present. However, they have rarely drawn from a growing body of experimental research that studies how human beings actually think about the future and how this affects their decision-making in the present. In this paper, we present relevant findings from psychology and behavioral economics, notably those of “construal level theory” (CLT), and explore these findings’ implications for three classic questions of international relations theory — cooperation, conflict, and compliance; preventive war; and coercion. We argue that experimental evidence regarding how people discount future value and construe future events challenges both neorealist and neoliberal approaches to international cooperation. We further maintain that CLT helps explain a longstanding puzzle about preventive wars — namely, why they are often initiated too late by declining powers but too soon by rising competitors. Finally, we rely on these empirical findings to explain who wins coercive contests and why compellence is often, but not always, harder than deterrence. We advise scholars of international relations and international security to pay closer attention to their assumptions about time horizons, and we suggest that these assumptions be grounded in what we know about actual human decision-making.
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国际关系和时间视野心理学
国际关系理论经常将时间视界纳入其中——这是一种价值行为者相对于现在在未来所处位置的隐喻。然而,他们很少从越来越多的实验研究中得出结论,这些实验研究是关于人类实际上是如何思考未来的,以及这如何影响他们目前的决策。在本文中,我们介绍了心理学和行为经济学的相关研究成果,特别是“解释水平理论”(CLT)的研究成果,并探讨了这些发现对国际关系理论中的三个经典问题——合作、冲突和服从的启示;预防性战争;和胁迫。我们认为,关于人们如何贴现未来价值和解释未来事件的实验证据挑战了新现实主义和新自由主义的国际合作方法。我们进一步认为,CLT有助于解释一个长期存在的关于预防性战争的谜题——即,为什么衰落的大国往往发动得太晚,而崛起的竞争对手却往往发动得太早。最后,我们依靠这些实证发现来解释谁会赢得强制竞争,以及为什么强制通常(但并非总是)比威慑更难。我们建议研究国际关系和国际安全的学者更密切地关注他们对时间范围的假设,我们建议这些假设要建立在我们对人类实际决策的了解之上。
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International Relations and the Psychology of Time Horizons
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