Theoretically and experimentally, we generalize the analysis of acquiringa company (Samuelson and Bazerman 1985) by allowing for competition ofboth, buyers and sellers. Naivety of both is related to the idea that higherprices exclude worse qualities. While competition of naive buyers...

We investigate an experimental representatives’ trust game which resembles trust relation-ships between representatives of organisations. Personality traits of subjects are elicited by a personality questionnaire (Cattell’s 16 PF-R) which is well established in personnel psychology. For the...

An evolutionary perspective on economic behavior has to account for the influences that thehuman genetic endowment has on the choices the agents make. Likely to have been fixed intimes of fierce selection pressure, this endowment is presumably adapted to the livingconditions of early humans. If...

Supported by several recent investigations the empirical pricing kernel paradox might beconsidered as a stylized fact. In Chabi-Yo et al. (2008) simulation studies have been presentedwhich suggest that this paradox might be caused by regime switching of stock prices in financialmarkets....

Market growth is driven by product innovation. Beyond functional satiationthe marginal utility of product performance and variety decreases. We argue that socialcomparisons underlying innovation diffusion results in consumer motivations for upwardassimilation toward the behavior of better...

The notion of choice inconsistency is widely spread in the literature on behavioraleconomics. Several approaches were used to account for the observation that peoplereverse their choices over time. This paper aims to explain the formation of resolutionsregarded as internal self-binding devices....

The satisficing approach is generalized and applied to finite n-person games.Based on direct elicitation of aspirations, we formally define the conceptof satisficing, which does not exclude (prior-free) optimality but includesit as a border case. We also review some experiments on strategic...