Theories of the Bargaining Process

Häftad, Engelska, 2010

Av Alan Coddington

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The rise of game theory has made bargaining one of the core issues in economic theory. Written at a theoretical and conceptual level, the book develops a framework for the analysis of bargaining processes. The framework focuses on the dynamic of the bargaining process, which is in contrast to much previous theoretical work on the subject, and most notably to the approaches stemming from game theory.Chapters include:* Decision-Making and Expectations in Theories of Bargaining* Decision-Making and Expectations in a Game Theory Model* Limitations of the Environment Concept* Game Theory as a Basis for a Theory of Bargaining* The Decision/Expectation/adjustment Approach* The Adjustment Process* Direct Interdependence and the Consistency of Decisions

Produktinformation

Utgivningsdatum2010-10-19
Mått138 x 216 x 12 mm
Vikt230 g
FormatHäftad
SpråkEngelska
Antal sidor126
FörlagTaylor & Francis Ltd
ISBN9780415607452

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FOREWORD BY PROFESSOR G. L. S. SHACKLE PREFACE I THE GENERAL FRAMEWORK 1. Introduction 2. The Concept of an Economic Environment 3. A Bargaining Situation 4. Formalisation 5. Indeterminacy 6. Expectations 7. General Workings of the Model MATHEMATICAL APPENDIX 1. Notation 2. Utility Maximisation 3. Dynamics II A BRIEF SURVEY OF BARGAINING THEORY 1. Introduction 2. Existing Theories III CLOSED LOOPS 1. Cross's Assumptions 2. Representations of the Model 3. Closed Loop Models IV THE RELATIONSHIP BETWEEN DECISION-MAKING & EXPECTATIONS 1. Introduction 2. The Question of Consistency 3. Decision-Making and Expectations in Theories of Bargaining 4. Decision-Making and Expectations in a Game Theory Model 5. Limitations of the Environment Concept V DIFFERENT APPROACHES TO A THEORY OF BARGAINING 1. Introduction 2. Game Theory as a basis for a Theory of Bargaining 3. The Decision/Expectation/Adjustment Approach VI FURTHER DEVELOPMENTS 1. Introduction 2. A Non-Linear Assumption 3. The Adjustment Process 4. Direct Interdependence and the Consistency of Decisions 5. An Illustrative Model