Institutions can be strong or weak. But what does this mean? Equilibrium theories equate institutions with behavioural regularities. In contrast, rule theories explicate them in terms of a standard that people are supposed to meet. I propose that, when an institution is weak, a discrepancy exists between the regularity and the standard or rule. To capture this discrepancy, I present a hybrid theory, the Rules-and-Equilibria Theory. According to this theory, institutions are rule-governed behavioural regularities. The Rules-and-Equilibria Theory provides the basis (...) for two measures of institutional strength. First, institutions that pertain to coordination games solve problems of information. Their strength is primarily a matter of the expected degree of compliance. Second, institutions that concern mixed-motive games solve problems of motivation. Their strength can be measured in terms of the weight people attribute to its rule. (shrink)

Intuitions about intentional action have turned out to be sensitive to normative factors: most people say that an indifferent agent brings about an effect of her action intentionally when it is harmful, but unintentionally when it is beneficial. Joshua Knobe explains this asymmetry, which is known as ‘the Knobe effect’, in terms of the moral valence of the effect, arguing that this explanation generalizes to other asymmetries concerning notions as diverse as deciding and being free. I present an alternative explanation (...) of the Knobe effect in terms of normative reasons. This explanation generalizes to other folk psychological notions such as deciding, but not to such notions as being free. I go on to argue, against Knobe, that offering a unified explanation of all the asymmetries he discusses is in fact undesirable. (shrink)

What is the moral significance of the contrast between acting together and strategic interaction? We argue that while collective moral responsibility is not uniquely tied to the former, the degree to which the participants in a shared intentional wrongdoing are blameworthy is normally higher than when agents bring about the same wrong as a result of strategic interaction. One argument for this claim focuses on the fact that shared intentions cause intended outcomes in a more robust manner than the intentions (...) involved in strategic interaction. We argue, however, that this in itself is not significant. The significant difference is rather volitional: The parties to a shared intention are mutually implicated in each other’s will in a distinct way. Since degree of blameworthiness depends on the quality of will an agent displays in her actions, this explains the higher degree of collective blameworthiness associated with shared intentional wrongdoing. (shrink)

When organizations solve collective action problems or realize values, they do so by means of institutions. These are commonly regarded as self-stabilizing. Yet, they can also be subject to endogenous processes of decay, or so we argue. We explain this in terms of psychological and cultural processes, which can change even if the formal structures remain unchanged. One key implication is that the extent to which norms, values, and ideals motivate individuals to comply with institutions is limited.

Artificial agents create significant moral opportunities and challenges. Over the last two decades, discourse has largely focused on the concept of a ‘responsibility gap.’ We argue that this concept is incoherent, misguided, and diverts attention from the core issue of ‘control gaps.’ Control gaps arise when there is a discrepancy between the causal control an agent exercises and the moral control it should possess or emulate. Such gaps present moral risks, often leading to harm or ethical violations. We propose a (...) second-order ‘duty of moral control’ that mandates closing these gaps to reduce risks within acceptable moral limits. Our analysis encompasses both autonomous machines and collective agents, acknowledging their similarities and key differences in constitution and moral status. We suggest four methods to close control gaps: ensuring artificial agents attain moral agency, providing meaningful human control, implementing safety engineering, and employing social control. These methods aim to responsibly integrate artificial agents into society. We conclude that a realistic approach, which addresses the practical problems posed by control gaps, is essential. This approach provides solutions to manage the risks posed by artificial agents while maintaining acceptable moral standards, ensuring we responsibly harness their potential and address the ethical challenges they present. (shrink)