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Topic 3: Game Theory

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The tools of game theory are now common-place within economics. ... (Dixit and Nalebuff, Thinking Strategically) establishing a reputation ... – PowerPoint PPT presentation

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Title: Topic 3: Game Theory


1
Topic 3 Game Theory Bargaining
  • An introduction to sequential games and the
    importance of credibility and commitment
  • Paul Kerin Sam Wylie
  • MBS Term 3, 2004

2
Game Theory and Bargaining
  • PLAN
  • (a) Introduction to Noncooperative Game Theory
  • Introduction to sequential games
  • Application sunk costs
  • Sequential Games and commitments
  • (b) 2 Person Bargaining Games
  • Application hold-up
  • Develop understanding as to how value is divided.

3
Some History
  • The tools of game theory are now common-place
    within economics. They were originally developed
    by John von Neumann and Oscar Morgenstern in
    their 1944 book, The Theory of Games and Economic
    Behavior.
  • Thomas Schelling in his 1956 book The Strategy of
    Conflict was the first to apply game theory to
    many contexts in social sciences.
  • The theory has developed to a high degree of
    mathematical sophistication. The importance of
    this development was signified by the award of
    the 1994 Nobel Prize to three game theorists
    John Nash, John Harsanyi, and Reinhard Selten.

4
Introduction to Sequential Games
  • Sequential Choices
  • Represented by game trees

5
Game Trees
  • A game tree has choice nodes (squares) for each
    player, and chance nodes (circles) when Nature
    plays.

Pull ball away
Lucy
Accept
Let Charlie Brown kick
Charlie Brown
Reject
6
An Entry Game
  • Vacuum cleaner market currently has one incumbent
    (Fastcleaners)
  • Potential entrant (Newcleaners). It is deciding
    whether to enter the market or not.
  • If enters, Fastcleaners has 2 choices
  • Accommodate accept a lower market share
  • Price war

7
Newcleaners Payoffs
100,000 TR - Entry Cost 150,000 - 50,000
Accommodate
Fastcleaners
Enter
Fight Price War
Newcleaners
-25,000 25,000 - 50,000
Keep Out
0 to Newcleaners
8
What should it do?
  • Newcleaner needs to forecast Fastcleaners
    response
  • How does it do this?
  • Put themselves in Fastcleaners shoes
  • Work out Fastcleaners payoffs

9
Work Backwards
N 100,000 F 150,000
Accommodate
Fastcleaners
Enter
Fight Price War
N-25,000 F 25,000
Newcleaners
Keep Out
N 0 F 300,000
10
Reduced Game
N 100,000 F 150,000
Enter
Newcleaners
Keep Out
N 0 F 300,000
11
Reduced Game
N 100,000 F 150,000
Enter
Newcleaners
Keep Out
N 0 F 300,000
12
Backwards Induction
  • The predicted outcome of a sequential game can be
    found by solving the game by backwards induction
    start at the end of the game, and eliminate
    responses that are not best responses
  • In the entry game, the solution is found by
    finding Fastcleaners best response to entry. If
    Newcleaners enters, Fastcleaners would rather
    accommodate entry than fight a price war. So
    entry is worthwhile
  • Notice that the solution is non-cooperative
    Newcleaners and Fastcleaners are not maximising
    the total pie after entry, its 250,000 (
    100,000 to N 150,000 to F) rather than
    300,000. Newcleaners is increasing its share of
    the pie at Fastcleaners expense

13
Games with Nature as a player uncertainty
  • Try an example, putting the 2 together Should a
    shop stock extra umbrellas this summer?

10, 5
buy
YOU
Rains often 0.2
-5, -10
dont
Stocks extra umbrellas
YOU
10, 2
Rains less 0.6
-5, - 1
NATURE
SHOP
Drought 0.2
YOU
10, - 5
doesnt
0, ?
- 5, 0
14
Making Credible Threatsex controlling rotten
kids
(-1, -1)
Punish
Parent
  • Refuse to go

Relent
(2, 0)
Difficult Child
Agree to go
(1, 1)
Usually we write (Payoff for first person who
plays, Payoff for second)
15
Credibility
  • Problem The parent threatens the child with a
    punishment that is not credible, because it hurts
    both the parent and the child. ? The child will
    refuse to go.
  • ? Unless the parent can commit to punish if the
    child refuses to go, (s)he cannot convince the
    child to go.
  • Similarly, Lucy cannot commit not to pull away
    the ball ? Charlie Brown should not kick
  • What are some of the ways to commit in this case?
  • reputation
  • delegation

16
Example Nuclear Deterrence
  • What if the US sets up an automatic nuclear
    response?

(1 to USSR, -1 to USA)
Accommodate
USA
Invade Europe
Fight Nuclear War
USSR
(-100 to USSR, -100 to USA)
Dont invade
(0 to USSR, 0 to USA)
17
Example Nuclear Deterrence
(1 to USSR, -1 to USA)
Accommodate
USA
Invade Europe
Fight Nuclear War
USSR
(-100 to USSR, -100 to USA)
Dont invade
(0 to USSR, 0 to USA)
  • What if the US sets up an automatic nuclear
    response?
  • The option to accommodate disappears
  • ? USSR will not invade

18
Importance of Commitment
  • The difficulty to commit to an action can explain
    why some inefficient outcomes can result.

(-1, 2)
Exploit worker
Manager
Agree to work
Dont exploit worker
(1, 1)
Worker
Dont agree to work
(0, 0)
19
Employment Contracts
  • This game has a Nash equilibrium outcome, where
    the worker does not agree to work and both
    receive a payoff of 0
  • It would be an efficiency improvement if the
    manager could commit not to exploit the worker.
    Without such a commitment device, an inefficient
    equilibrium prevails
  • This is similar to the Prisoners Dilemma where
    the problem is that both parties need to find
    some commitment mechanism

20
Role of Commitments
  • You commit to a future action that you would not
    normally want to take, in order to influence the
    choices of other players (preventing invasion,
    inducing the worker to work,...)
  • This is different to providing information to
    other players about what actions youll want to
    take
  • if you dont study at all, and dont come to
    class, youll fail information
  • if you work hard, but still dont understand at
    all, youll fail commitment to a performance
    standard.

21
Commitment Mechanisms(Dixit and Nalebuff,
Thinking Strategically)
  • establishing a reputation
  • writing an enforceable contract
  • cutting off communication
  • burning bridges behind you
  • leaving the outcome out of your control
  • (3rd party arbitration, for example)
  • moving in small steps
  • developing credibility through teamwork
  • employing mandated negotiating agents
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