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UID:event-11335@www.amse-aixmarseille.fr
DTSTAMP:20260422T181616Z
CREATED:20260422T181616Z
LAST-MODIFIED:20260422T181616Z
STATUS:CONFIRMED
SEQUENCE:0
SUMMARY:phd seminar - Kohmei Makihara*\, Nina Rapoport**
DTSTART:20241001T090000Z
DTEND:20241001T103000Z
DESCRIPTION:*This paper investigates mechanism design for allocating a good
  with a positive externality without monetary payments\, in a setting where
  each agent knows not only their own valuation but also the valuations of o
 ther agents to whom they are connected in a network. The planner's goal is 
 to allocate the good to the agent with the highest valuation. Given the ext
 ernality — which increases with the valuation of the agent receiving the 
 good — each agent prefers that the good be allocated to the agent with th
 e highest valuation to maximize their own utility. The paper explores the c
 oncept of belief-free implementation as proposed by Bergemann and Morris (2
 009) and demonstrates that the planner can use this partial incentive align
 ment to accurately identify the agent with the highest valuation. This is a
 chieved by soliciting information from each agent about their own valuation
  and the valuations of their neighbors\, regardless of the agents' beliefs.
  The paper proves that the network must be such that there are at least 2 a
 gents who are connected to everyone to achieve the belief-free implementati
 on. However\, by assuming that agents use only undominated strategies\, the
  paper proposes a mechanism that ensures efficient allocation\, irrespectiv
 e of agents' beliefs\, when the network includes at least one agent who is 
 connected to all other agents.**Men tend to select into leadership position
 s more frequently than women. We conduct a lab experiment to examine how co
 nfidence contributes to this phenomenon. Our design allows us to measure di
 fferent dimensions of confidence and correlate them with willingness to lea
 d in different leadership contexts. For both men and women\, we find that c
 onfidence explains willingness to lead to a larger extent when the leaderâ€
 ™s role is to advise followers than when it is to take decisions on their b
 ehalf. This suggests that interventions aimed at boosting women's confidenc
 e may be more effective in reducing the gender-leadership gap in environmen
 ts of the former type.\\n\\nContact: Philippine Escudié : philippine.escu
 die[at]univ-amu.frLucie Giorgi : lucie.giorgi[at]univ-amu.frKla Kouadio : k
 la.kouadio[at]univ-amu.frLola Soubeyrand : lola.soubeyrand[at]univ-amu.fr\
 n\nPlus d'informations: https://www.amse-aixmarseille.fr/fr/evenements/kohm
 ei-makihara-nina-rapoport
LOCATION:MEGA - Salle Carine Nourry\, 424\, Chemin du Viaduc\, 13080 Aix-en
 -Provence
URL;VALUE=URI:https://www.amse-aixmarseille.fr/fr/evenements/kohmei-makihara-nina-rapoport
CONTACT:Philippine Escudié :&nbsp\;philippine.escudie[at]univ-amu.frLucie 
 Giorgi : lucie.giorgi[at]univ-amu.frKla Kouadio : kla.kouadio[at]univ-amu.f
 rLola Soubeyrand :&nbsp\;lola.soubeyrand[at]univ-amu.fr
TRANSP:OPAQUE
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