Since Munich, appeasement—a policy of making unilateral
concessions in the hope of avoiding conflict—has been considered
a disastrous strategy. Conceding to one adversary is thought to
undermine the conceder's reputation for resolve, provoking
additional challenges. Kreps, Wilson, Milgrom, and Roberts formalized
this logic in their 1982 solutions to the “chain-store
paradox.” I show with a series of models that if a state faces
multiple challenges and has limited resources, the presumption against
appeasement breaks down: appeasing in one arena may then be vital to
conserve sufficient resources to deter in others. I identify
“appeasement” and “deterrence” equilibria, and
I show that when the stakes of conflict are either high or low, or when
the costs of fighting are high, only appeasement equilibria exist. I
illustrate the result with discussions of successful appeasement by
Imperial Britain and unsuccessful attempts at reputation-building by
Spain under Philip IV.I thank Rui de
Figueiredo, Jim Fearon, Tim Groseclose, David Laitin, Ed Mansfield,
James Morrow, Barry O'Neill, Bob Powell, Lawrence Saez, Ken
Schultz, Art Stein, Marc Trachtenberg, Romain Wacziarg, Justin Wolfers,
and other participants in seminars at the University of California,
Berkeley, Stanford University, and the 2002 American Political Science
Association meeting for helpful comments.