An existence result for discontinuous games

We introduce a notion of upper semicontinuity, weak upper semicontinuity, and show that it, together with a weak form of payoff security, is enough to guarantee the existence of Nash equilibria in compact, quasiconcave normal form games. We show that our result generalizes the pure strategy existence theorem of Dasgupta and Maskin (1986) and that it is neither implied nor does it imply the existence theorems of Baye, Tian, and Zhou (1993) and Reny (1999). Furthermore, we show that an equilibrium may fail to exist when, while maintaining weak payoff security, weak upper semicontinuity is weakened to reciprocal upper semicontinuity.

On the existence of pure-strategy equilibria in large games

Over the years, several formalizations and existence results for games with a continuum of players have been given. These include those of Schmeidler (1973), Rashid (1983), Mas-Colell (1984), Khan and Sun (1999) and Podczeck (2007a). The level of generality of each of these existence results is typically regarded as a criterion to evaluate how appropriate is the corresponding formalization of large games. In contrast, we argue that such evaluation is pointless. In fact, we show that, in a precise sense, all the above existence results are equivalent. Thus, all of them are equally strong and therefore cannot rank the different formalizations of large games.

Managing innovation complexity: About the co-existence of innovation types

The purpose of this study is to contribute to the changing innovation management literature by providing an overview of different innovation types and organizational complexity factors. Aiming at a better understanding of effective innovation management, innovation and complexity are related to the formulation of an innovation strategy and interaction between different innovation types is further explored. The chosen approach in this study is to review the existing literature on different innovation types and organizational complexity factors in order to design a survey which allows for statistical measurement of their interactions and relationships to innovation strategy formulation. The findings demonstrate interaction between individual innovation types. Additionally, organizational complexity factors and different innovation types are significantly related to innovation strategy formulation. In particular, more closed innovation and incremental innovation positively influence the likelihood of innovation strategy formulation. Organizational complexity factors have an overall negative influence on innovation strategy formulation. In order to define best practices for innovation management and to guide managerial decision making, organizations need to be aware of the co-existence of different innovation types and formulate an innovation strategy to more closely align their innovation objectives.