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MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 3 The Theory of Games Basic Elements of a Game The Players Their Strategies The Payoffs

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Page 1: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

MB MC

Thinking Strategically

Page 2: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 2

MB MC

Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

Thinking Strategically

The payoff to many actions will depend onThe actions themselves.When the actions are taken.How the actions relate to those taken by

others.

Page 3: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 3

MB MC

Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

The Theory of Games

Basic Elements of a GameThe PlayersTheir StrategiesThe Payoffs

Page 4: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 4

MB MC

Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

The Theory of Games

ExampleShould United Airlines spend more on

advertising?

Page 5: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 5

MB MC

Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

The Payoff Matrix for an Advertising Game

Raise adspending

Leave adspendingthe same

Raise adspending

Leave adspendingthe same

American American gets $5,500gets $5,500

American American gets $2,000gets $2,000

American American gets $8,000gets $8,000

American American gets $6,000gets $6,000

United gets United gets $5,500$5,500

United gets United gets $8,000$8,000

United gets United gets $6,000$6,000

United gets United gets $2,000$2,000

American’s Choice

United’s Choice

Page 6: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 6

MB MC

Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

The Theory of Games

Dominant StrategyOne that yields a higher payoff no matter

what the other players in a game choose

Page 7: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 7

MB MC

Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

The Theory of Games

Dominated StrategyAny other strategy available to a player

who has a dominant strategy

Page 8: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 8

MB MC

Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

The Theory of Games

Nash EquilibriumAny combination of strategies in which

each player’s strategy is her or his best choice, given the other player’s strategies

Page 9: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 9

MB MC

Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

The Theory of Games

Nash EquilibriumWhen each player has a dominant

strategy, equilibrium occurs when each player follows that strategy

Page 10: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 10

MB MC

Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

The Theory of Games

Nash EquilibriumThere can be an equilibrium when players

do not have a dominant strategy

Page 11: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 11

MB MC

Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

The Theory of Games

ExampleShould United Airlines spend more on

advertising?

Page 12: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 12

MB MC

Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

Equilibrium When One Player Lacks a Dominant Strategy

Raise adspending

Leave adspendingthe same

Raise adspending

Leave adspendingthe same

American American gets $4,000gets $4,000

American American gets $3,000gets $3,000

American American gets $5,000gets $5,000

American American gets $2,000gets $2,000

United gets United gets $3,000$3,000

United gets United gets $8,000$8,000

United gets United gets $5,000$5,000

United gets United gets $4,000$4,000

American’s Choice

United’s Choice

Page 13: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 13

MB MC

Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

What Should United and American Do If Their Payoff Matrix is Modified?

Raise adspending

Leave adspendingthe same

Raise adspending

Leave adspendingthe same

American American gets $2,000gets $2,000

American American gets $3,000gets $3,000

American American gets $3,000gets $3,000

American American gets $4,000gets $4,000

United gets United gets $3,000$3,000

United gets United gets $4,000$4,000

United gets United gets $3,000$3,000

United gets United gets $2,000$2,000

American’s Choice

United’s Choice

Page 14: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 14

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The Prisoner’s Dilemma

Prisoners DilemmaA game in which each player has a

dominant strategy, and when each plays it, the resulting payoffs are smaller than if each had played a dominated strategy

Page 15: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 15

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The Prisoner’s Dilemma

ExampleShould the prisoners confess?

Page 16: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 16

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The Payoff Matrix for a Prisoner’s Dilemma

ConfessRemainsilent

Confess

Remainsilent

Jasper getsJasper gets5 years5 years

Jasper getsJasper gets20 years20 years

Jasper getsJasper gets0 years0 years

Jasper getsJasper gets1 years1 years

Horace getsHorace gets5 years5 years

Horace getsHorace gets0 years0 years

Horace getsHorace gets1 years1 years

Horace getsHorace gets20 years20 years

Jasper’s Choice

Horace’s Choice

Page 17: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 17

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The Prisoner’s Dilemma

ExerciseWhich of these games is a prisoner’s

dilemma?

Page 18: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 18

MB MC

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Which of These GamesIs a Prisoner’s Dilemma?

Don’t Invest

Don’tInvest

Invest

10 for10 forChryslerChrysler

12 for12 forChryslerChrysler

4 for4 forChryslerChrysler

5 for5 forChryslerChrysler

10 for10 forGMGM

4 for4 forGMGM

5 for5 forGMGM

12 for12 forGMGM

Chrysler’s Choice

GM’s Choice

GAME 1

Invest

Page 19: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 19

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Which of These GamesIs a Prisoner’s Dilemma>

12 for12 forChryslerChrysler

5 for5 forChryslerChrysler

10 for10 forChryslerChrysler

4 for4 forChryslerChrysler

4 for4 forGMGM

5 for5 forGMGM

12for12forGMGM

10 for10 forGMGM

Chrysler’s Choice

GM’s Choice

GAME 2

Don’t Invest

Don’tInvest

Invest

Invest

Page 20: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 20

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The Prisoner’s Dilemma

Prisoner’s Dilemmas Confronting Imperfectly Competitive FirmsCartel

A coalition of firms that agrees to restrict output for the purpose of earning an economic profit

Page 21: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 21

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The Prisoner’s Dilemma

Economic NaturalistWhy are cartel agreements notoriously

unstable?

Page 22: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 22

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The Market Demandfor Mineral Water

Pric

e $/

bottl

e)

Bottles/day

Assume• 2 firms (Aquapure & Mountain Spring

• MC = 0• Cartel is formed & agree to split output and profits

2,000

D

1.00

1,000

MR

2.00

Impact of Cartel• Q = 1,000 bottles/day• P = $1/bottle• Each firm makes $500/day

Page 23: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 23

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The Temptation to Violate a Cartel Agreement

Pric

e $/

bottl

e)

Bottles/day

D

1.00

1,000 2,000

MR

2.00

1,100

0.90

Aquapure lowers P• P = $.90/bottle• Q = 1,100 bottles/day

Mountains Spring retaliates• P = $.90/bottle• Both firms split 1,100

bottles/day @ $.90• Profit = $495/day

Page 24: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 24

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The Payoff Matrix for a Cartel Agreement

Charge $1 Charge $0.90

Charge$1

Charge$0.90

Mountain Spring’s Choice

Aquapure’s Choice

$990/day for $990/day for Mountain SpringMountain Spring

$0/day for $0/day for Mountain SpringMountain Spring

$495/day for $495/day for Mountain SpringMountain Spring

$500/day for$500/day forAquapureAquapure

$0/day for$0/day forAquapureAquapure

$495/day for$495/day forAquapureAquapure

$990/day for$990/day forAquapureAquapure

$500/day for $500/day for Mountain SpringMountain Spring

Page 25: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 25

MB MC

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The Prisoner’s Dilemma

Economic NaturalistWhen will the rival firms stop cutting

prices?

Page 26: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 26

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The Prisoner’s Dilemma

Economic NaturalistHow did Congress unwittingly solve the

television advertising dilemma confronting cigarette producers?

Page 27: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 27

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Cigarette Advertising as a Prisoner’s Dilemma

Advertise on TV Don’t advertise on TV

Advertise on TV

Don’tAdvertiseon TV

$10 million/year$10 million/yearfor Philip Morrisfor Philip Morris

$5 million/year$5 million/yearfor Philip Morrisfor Philip Morris

$35 million/year$35 million/yearfor Philip Morrisfor Philip Morris

$20 million/year$20 million/yearfor Philip Morrisfor Philip Morris

$10 million/$10 million/year for RJRyear for RJR

$35 million/$35 million/year for RJRyear for RJR

$20 million/$20 million/year for RJRyear for RJR

$5 million/$5 million/year for RJRyear for RJR

Philip Morris’s Choice

RJR’s Choice

Page 28: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 28

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Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

The Prisoner’s Dilemma

Economic NaturalistWhy do people stand at concerts, even

though they can see just as well when everyone sits?

Page 29: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 29

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Standing versus Sitting at a Concert as a Prisoner’s Dilemma

Stand Sit

Stand

Sit

Other People’s Choice

Your Choice

-$2 for others-$2 for others

-$2 for you-$2 for you $1 for you$1 for you

$0 for you$0 for you-$3 for you-$3 for you

-$3 for others-$3 for others

$1 for others$1 for others $0 for others$0 for others

Page 30: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 30

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The Prisoner’s Dilemma

Economic NaturalistWhy do people shout at parties?

Page 31: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 31

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The Prisoner’s Dilemma

Tit-for-Tat and the Repeated Prisoner’s DilemmaCooperation between players will increase

the payoff in a prisoner’s dilemma.There is a motive to enforce cooperation.

Page 32: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 32

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The Prisoner’s Dilemma

Tit-for-tat strategy for repeated gamesTit-for-tat strategy

Players cooperate on the first move, then mimic their partner’s last move on each successive move

Page 33: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 33

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The Prisoner’s Dilemma

Tit-for-tat strategy for repeated gamesTit-for-tat strategy requirements

Two playersA stable set of playersPlayers recall other player’s movesPlayers have a stake in future outcomes

Page 34: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 34

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The Prisoner’s Dilemma

QuestionWhy is the tit-for-tat strategy unsuccessful

in competitive, monopolistically competitive, and oligopolistic markets?

Page 35: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 35

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Copyright c 2004 by The McGraw-HillCompanies, Inc.  All rights reserved.

Games in Which Timing Matters

The Ultimate Bargaining GameShould Michael accept Tom’s offer?

Rules of the gameo Experimenter gives $100 to Tomo Tom proposes how to divide $100 with Michaelo Tom must give Michael at least $1 (X = Tom and

$100 - X = Michael)o Michael must accept the proposalo If he does, Tom and Michael get the moneyo If he does not, the money goes to the experimenter

Page 36: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 36

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Decision Tree for Tom

A

Michaelaccepts

Michaelrefuses

$X for Tom$(100 – X) for Michael

$0 for Tom$0 for Michael

Tom proposes$X for himself,$(100 – X) forMichael

B

Possible Moves and Payoffs

Page 37: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 37

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Tom’s Best Strategy in an Ultimatum Bargaining Game

A

Michaelaccepts

Michaelrefuses

$99 for Tom$1 for Michael

$0 for Tom$0 for Michael

Tom proposes$99 for himself,$1 for Michael

B

• Tom can give Michael a take-it-or-leave-it offer• Tom will propose $1• Michael will accept• The outcome is a Nash Equilibrium

Page 38: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

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The Ultimatum Bargaining Gamewith an Acceptance Threshold

A

$X for Tom$(100 – X) for Michael

$0 for Tom$0 for Michael

Michael announces that he will reject any offer less than $Y

B

Tom proposes$X < $(100 - Y) for himself$(100 - X) > Y for Michael

Tom proposes$X > $(100 - Y) for himself$(100 - X) < Y for Michael

New Rule: Michael can specify in advancethe minimum offer he will accept

Page 39: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 39

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Games in Which Timing Matters

Credible Threats and PromisesCredible Threat

A threat to take an action that is in the threatener’s interest to carry out

Page 40: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 40

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Games in Which Timing Matters

ExampleIs it safe to steal Veronica’s briefcase?

Hint....What are the costs and benefits of filing

charges in the theft of a briefcase?

Page 41: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 41

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Games in Which Timing Matters

Credible PromiseA promise to take action that is in the

promiser’s interest to keep

Page 42: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 42

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Decision Tree for the Kidnapper Game

AKidnapperkills victim

Victim goesto police

Victim dies,kidnapper survives

Victim promises to remain silent

B

Kidnapper setsvictim free

CVictim remainssilent

Victim remainsin danger,kidnapper survives

Victim is safe,kidnapper executed

Will the kidnapper release his victim?

Page 43: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 43

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Decision Tree for the Remote Office Game

A

Owner does not open remote office

Manager manages honestly;owner gets $1,000,manager gets $1,000

Managerial candidatepromises to managehonestly

B

Owner opensremote office

C

Manager manages dishonestly;owner gets -$500,manager gets $1,500

Owner gets $0,manager gets $500 byworking elsewhere

Should a business owner open a remote office?Is the outcome an equilibrium?

Page 44: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 44

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Games in Which Timing Matters

Commitment ProblemA situation in which people cannot achieve

their goals because of an inability to make credible threats or promises

Page 45: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

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Games in Which Timing Matters

Commitment DeviceA way of changing incentives so as to

make otherwise empty threats or promises credible

Page 46: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

Chapter 10: Thinking Strategically Slide 46

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Games in Which Timing Matters

Commitment ProblemsPrisoner’s dilemmaCartelsKidnapperRemote office

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Chapter 10: Thinking Strategically Slide 47

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Games in Which Timing Matters

Commitment DevicesUnderworld code, omertaMilitary arms control agreementsTips for waiters

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Games in Which Timing Matters

What do you think?How could the kidnap victim create a

commitment device to remain silent?

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Chapter 10: Thinking Strategically Slide 49

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Games in Which Timing Matters

What do you think?Will Sylvester leave a tip when dining on

the road?

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The Strategic Roleof Preferences

Game theory assumes that the goal of the players is to maximize their outcome.

In most games, players do not attain the best outcomes.

Altering psychological incentives may also improve the outcome of a game.

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The Strategic Roleof Preferences

QuestionIn a moral society, will the business owner

open a remote office?

Page 52: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

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The Remote Office Game with an Honest Manager

A

Owner does not open remote office

Manager manages honestly;owner gets $1,000,manager gets $1,000

Managerial candidatepromises to managehonestly

B

Owner opensremote office

C

Manager manages dishonestly;owner gets -$500,manager gets -$8,500

Owner gets $0,manager gets $500 byworking elsewhere

The value of dishonesty to the manager is $10,000

Page 53: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

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The Strategic Roleof Preferences

Are People Fundamentally Selfish?Do you tip at out-of town restaurants?What would be your first offer in the

ultimatum bargaining game?Would you refuse a lopsided offer?

Page 54: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

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The Strategic Roleof Preferences

Are People Fundamentally Selfish?If narrow self-interest is not the only motive

for making choices, then the other motives must be understood to predict and explain human behavior.

Page 55: MBMC Thinking Strategically. MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 2

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The Strategic Roleof Preferences

Preferences as Solutions to Commitment ProblemsConcerns about fairness, guilt, humor,

sympathy, etc. do influence the choices people make in strategic interactions.

Commitment to these preferences must be communicated for them to influence choices.

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End ofChapter