Skip to main content Accessibility help
×
Hostname: page-component-848d4c4894-5nwft Total loading time: 0 Render date: 2024-06-06T07:00:45.836Z Has data issue: false hasContentIssue false

8 - Multi-person games, coalitions and power

Published online by Cambridge University Press:  02 December 2009

Anthony Kelly
Affiliation:
University of Southampton
Get access

Summary

The management of the balance of power is a permanent undertaking, not an exertion that has a forseeable end.

Henry Kissinger 1979 ‘The White House Years’

Multi-person games consist of three or more players and differ theoretically from single- and two-person games because they potentially involve coalitions. If the interests of the players coincide exactly, so that coalitions are unnecessary or meaningless, then the games are ones of pure coordination and reduce to the case of two-person cooperative games discussed already in Chapter 4. In such cases, the only possible coalition is the grand coalition, which involves all players acting in unison, and coordination is effected either by explicit communication or by informal expectation.

Zero-sum multi-person games, on the other hand, are radically affected by the possibility of coalition, since they introduce the potential for cooperation into a game that would otherwise not have any. These non-cooperative multi-person games use an approach which is an extension of the saddle/equilibrium point approach.

Partially cooperative and mixed-motive games come somewhere between the two extremes of purely cooperative and zero-sum games. Partially cooperative and mixed-motive games have more realistic solutions than those arising from completely non-cooperative games, although some have approaches which tend towards obscurity (von Neumann & Morgenstern, 1953).

Following a brief discussion on non-cooperative multi-person games, this chapter begins by extending some concepts and definitions to mixed-motive and partially cooperative multi-person games. Theories such as the minimal winning coalition theory and the minimum resource theory are discussed as useful predictors of coalition forming on committees. The bulk of the chapter is devoted to developing methods for analysing the distribution of power among factions on a committee.

Type
Chapter
Information
Decision Making Using Game Theory
An Introduction for Managers
, pp. 149 - 173
Publisher: Cambridge University Press
Print publication year: 2003

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×