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Steffen Huck

Researcher at University College London

Publications -  249
Citations -  8344

Steffen Huck is an academic researcher from University College London. The author has contributed to research in topics: Cournot competition & Competition (economics). The author has an hindex of 47, co-authored 245 publications receiving 7866 citations. Previous affiliations of Steffen Huck include Institute for the Study of Labor & Humboldt University of Berlin.

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The Indirect Evolutionary Approach to Explaining Fair Allocations

TL;DR: In this paper, it was shown that despite anonymous interaction a preference for punishing unfair offers is an evolutionarily successful strategy if players interact in small groups, which leads players to split the resource equally almost always.
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The Relevance of Equal Splits in Ultimatum Games

TL;DR: A slightly altered version of the mini ultimatum game of G. E. Bolton and R. Zwick is presented, finding a significant change in behavior: Fair offers occur less often when equal splits are replaced by nearly equal splits.
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Does information about competitors’ actions increase or decrease competition in experimental oligopoly markets?

TL;DR: In this article, the authors investigate the impact of the publication of firm-specific data on the competitiveness of experimental oligopoly markets, and they find that more information leads to more competition.
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Repetition and Reputation: Implications for Trust and Trustworthiness When Institutions Change

TL;DR: Bohnet et al. as mentioned in this paper compared the effects of indirect and direct reputation-building in a binary-choice trust game where a buyer (the trustor) can either interact with the seller (the trustee) or exit.
Posted Content

Behavioral Economics as Applied to Firms: A Primer

TL;DR: In this paper, the authors discuss the literatures on behavioral economics, bounded rationality and experimental economics as they apply to firm behavior in markets, including the impact of imitative and satisficing behavior by firms, outcomes when managers care about their position relative to peers, the benefits of employing managers whose objective diverges from profit-maximization (including managers who are overconfident or base pricing decisions on sunk costs), and the effect of social preferences on the ability to collude.