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Decision Making Using Game Theory
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  • Page extent: 214 pages
  • Size: 247 x 174 mm
  • Weight: 0.628 kg

Library of Congress

  • Dewey number: 658.4/0353
  • Dewey version: 21
  • LC Classification: HB144 .K45 2003
  • LC Subject headings:
    • Game theory

Library of Congress Record

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 (ISBN-13: 9780521814621 | ISBN-10: 0521814626)

DOI: 10.2277/0521814626

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 (Stock level updated: 10:02 GMT, 27 November 2015)


Game theory is a key element in most decision-making processes involving two or more people or organisations. Originally published in 2003, this book explains how game theory can predict the outcome of complex decision-making processes, and how it can help you to improve your own negotiation and decision-making skills. It is grounded in well-established theory, yet the wide-ranging international examples used to illustrate its application offer a fresh approach to an essential weapon in the armoury of the informed manager. The book is accessibly written, explaining in simple terms the underlying mathematics behind games of skill, before moving on to more sophisticated topics such as zero-sum games, mixed-motive games, and multi-person games, coalitions and power. Clear examples and helpful diagrams are used throughout, and the mathematics is kept to a minimum. It is written for managers, students and decision makers in any field.

• Straightforward, compact introduction to game theory for managers • Assumes only high school mathematics • Lots of clear examples and figures


Preface; 1. Introduction; 2. Games of skill; 3. Games of chance; 4. Sequential decision-making and co-operative; 5. Games of strategy; 6. Two-person mixed-motive games of strategy; 7. Repeated games; 8. Multi-person games, coalitions and power; 9. A critique of game theory; Appendix A. Proof of the minimax theorem; Appendix B. Proof of Bayes' theorem; Bibliography; Index.

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