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Games Businesses Play: Cases and Models

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  • Pankaj Ghemawat

    ()
    (IESE Business School)

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    Abstract

    Game theory has come to dominate industrial organization economics, but business strategists continue to debate its usefulness. So far, empirical work on the application of game theory to business strategy has been too limited to force a consensus. As a (partial) remedy, Games Businesses Play uses detailed case studies of competitive interaction to explore the uses and limits of game theory as a tool for business strategists. Because they are analytical rather than descriptive, the case studies are not typical teaching cases. The cases are paired with customized game-theoretic models that cover a wide range of commitment decisions, from short-run commitments such as price to longer-run commitments such as capacity expansion and reduction, product and process innovation, and battles for market share. A variety of quantitative and qualitative techniques are used to test the models' predictions on case data. In addition the book sheds light on a number of other issues important to strategic management, including the resource-based view of the firm and the emergent theory of dynamic capabilities.

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    Bibliographic Info

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    This book is provided by The MIT Press in its series MIT Press Books with number 0262071827 and published in 1997.

    Volume: 1
    Edition: 1
    ISBN: 0-262-07182-7
    Handle: RePEc:mtp:titles:0262071827

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    Web page: http://mitpress.mit.edu

    Related research

    Keywords: game theory; case data; strategic management;

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    Cited by:
    1. Ulrich Doraszelski & Mark Satterthwaite & Lauren Xiaoyuan Lu & David Besanko, 2009. "Lumpy Capacity Investment and Disinvestment Dynamics," 2009 Meeting Papers 106, Society for Economic Dynamics.
    2. Ott, Ursula F., 2013. "International Business Research and Game Theory: Looking beyond the Prisoner's Dilemma," International Business Review, Elsevier, vol. 22(2), pages 480-491.
    3. Swee-Hoon Chuah & Robert Hoffmann & Jeremy Larner, 2011. "Escalation Bargaining: Theoretical Analysis and Experimental Test," ICBBR Working Papers 16, International Centre for Behavioural Business Research.
    4. Moldovanu, Benny & Sela, Aner, 1998. "Patent Licensing to Bertrand Competitors," Sonderforschungsbereich 504 Publications 98-21, Sonderforschungsbereich 504, Universität Mannheim & Sonderforschungsbereich 504, University of Mannheim.
    5. Boyer, Marcel & Lasserre, Pierre & Mariotti, Thomas & Moreaux, Michel, 2004. "Preemption and rent dissipation under price competition," International Journal of Industrial Organization, Elsevier, vol. 22(3), pages 309-328, March.
    6. Patrice Bougette & Christian Montet & Florent Venayre, 2006. "L'adaptation légale de la stratégie d'entreprise aux contraintes du droit de la concurrence," Post-Print halshs-00482177, HAL.
    7. James J. Anton & Gary Biglaiser & Nikolaos Vettas, 2012. "Dynamic Price Competition with Capacity Constraints and a Strategic Buyer," Levine's Working Paper Archive 786969000000000614, David K. Levine.
    8. Sillanpää, Antti & Laamanen, Tomi, 2009. "Positive and negative feedback effects in competition for dominance of network business systems," Research Policy, Elsevier, vol. 38(5), pages 871-884, June.

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