Jurjen Kamphorst

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This paper extends the connections model of network formation by allowing for players who are heterogeneous with respect to values as well as the costs of forming links. Our principal result is that centrality and short average distances between individuals are robust features of equilibrium networks.  2005 Elsevier Inc. All rights reserved. JEL(More)
This paper offers a new theory of discrimination in the workplace. We consider a manager who has to assign two tasks to two employees. The manager has superior information about the employees’abilities. We show that besides an equilibrium where the manager does not discriminate, equilibria exist where the manager discriminates in favor of the employee whom(More)
The set of equilibrium networks in the two-way flow model of network formation (Bala and Goyal, 2000) is very sensitive to the introduction of decay. Even if decay is small enough so that equilibrium networks are minimal, the set of equilibrium architectures becomes much richer, especially when the benefit functions are nonlinear. However, not much is known(More)
This paper provides an axiomatic approach to characterizing the Nash architectures in directed networks. In a directed network (also called one-way flow networks) when player i establishes a link with player j, only player i is able to access player j's information. Player j must establish a separate link with i to gain access to her information. The common(More)
We study how players in a local interaction hawk dove game will learn, if they can either imitate the most succesful player in the neighborhood or play a best reply versus the opponent’s previous action. From simulations it appears that each learning strategy will be used, because each performs better when it is less popular. Despite that, clustering may(More)
We develop a theory of leadership that focuses on the role managers play in motivating employees through their attitude towards employees. We model a manager’s attitude as her perception about employees’ abilities of successfully completing challenging tasks. We show that a positive attitude motivates employees who are driven by monetary rewards. A negative(More)