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This study aims to demonstrate how agent-based simulation (ABS) may provide a computational testbed for mechanism design using concepts of bounded rationality (BR). ABS can be used to systematically derive and formalize different models of BR. This allows us to identify the cognitive preconditions for behavior intended by the mechanism and thereby to derive implications for the design of mechanisms.

Based on an analysis of the requirements of the decision context, the authors describe a systematic way of incorporating different BR concepts into an agent learning model. The approach is illustrated by analyzing an incentive scheme suggested for truthful reporting in budgeting contexts, which is an adapted Groves mechanism scheme.

The study describes systematic ways in which to derive BR agents for research questions where behavioral aspects might matter. The authors show that BR concepts may lead to other outcomes than the intended truth-inducing effect. A modification of the mechanism to more distinguishable levels of payments improves the results in terms of the intended effect.

The presented BR concepts as simulated by agent models cannot model human behavior in its full complexity. The simplification of complex human behavior is a useful analytical construct for the controlled analysis of a few aspects and an understanding of the potential consequences of those aspects of human behavior for mechanism design.

The paper specifies the idea of a computational testbed for mechanism design based on BR concepts. Beyond this, a systematic and stepwise approach is shown to formalize bounded rational behavior by agents based on a requirements analysis, including benchmark models for the comparison and evaluation of BR concepts.

During December 2012, Jorge Paulo Lemann, a co-founder and partner at 3G, proposed to Warren Buffett that 3G and Berkshire Hathaway acquire H. J. Heinz Company. Lemann and Buffett, who had known each other for years, jointly decided that the Heinz turnaround had been successful and that there was significant potential for continued global growth. 3G informed Heinz CEO William Johnson that it and Berkshire Hathaway were interested in jointly acquiring his company. Johnson then presented the investors' offer of $70.00 per share of outstanding common stock to the Heinz board.

After much discussion, the Heinz board and its advisors informed 3G that without better financial terms they would not continue to discuss the possibility of an acquisition. Two days later, 3G and Berkshire Hathaway returned with a revised proposal of $72.50 per share, for a total transaction value of $28 billion (including Heinz's outstanding debt).

Following a forty-day “go-shop” period, Heinz, 3G, and Berkshire Hathaway agreed to sign the deal. But was this, in fact, a fair deal? And what might be the future consequences for shareholders, management, employees, and citizens of Pittsburgh, the location of the company's headquarters? Last, what was the role of activist investors in bringing Heinz to this deal stage?

After reading and analyzing the case, students will be able to:

• Understand the influence of investment bankers on M&A transactions

• Consider synergies that drive M&A

• Consider the role of activist investors in corporate strategic decision-making

• Understand the impact of M&A on key corporate stakeholders

• Apply core valuation techniques to support M&A valuation

Understand the influence of investment bankers on M&A transactions

Consider synergies that drive M&A

Consider the role of activist investors in corporate strategic decision-making

Understand the impact of M&A on key corporate stakeholders

Apply core valuation techniques to support M&A valuation

Purpose – This chapter explores the m+eaning and significance of family business social responsibilities (FBSRs) using a metasystem approach, placing emphasis on the role of the family.

Design/Methodology/Approach – We employ a revelatory case study to investigate the complexity of family business (corporate) social responsibility. The main case, a German shoe retailer, is supplemented by other case illustrations that provide additional insights into FBSR.

Findings – To fully understand social responsibility in a family firm context, we need to include social initiatives that go beyond the actual family business as a unit. This FBSR connects family members outside and inside the business and across generations. As FBSR is formed through individual and family-level values, its character is idiosyncratic and contrasts the often standardized approaches in widely held firms.

Practical Implication – Family businesses need to go beyond the business as such when considering their engagement in social responsibility. Family ownership implies that all social initiatives conducted by family members, regardless if they are involved in the firm or not, are connected. This includes a shared responsibility for what family members do at present and have done in the past.

Discusses the notion of eigenform as explicated by Heinz von Foerster wherein an object is seen to be a token for those behaviors that lend the object its apparent stability in a changing world.

Describes von Foerster's model for eigenforms and recursions and puts this model in the context of mathematical recursions, fractals, set theory, logic, quantum mechanics, the lambda calculus of Church and Curry, and the categorical framework of fixed points of Lawvere.

Determines that iterating a transformation upon itself is seen to be a key to understanding the nature of objects and the relationship of an observer and the apparent world of the observer.

Contemplates the concept of recursion in the context of second‐order cybernetics.

Celebrating our 125th anniversary last year has caused a corporate‐wide sense of reflection. How has Heinz—now an $8 billion global food‐processing organization—prevailed? And, in the doing, what have we learned?

Using data from a retail chain of 193 bakery shops that underwent downsizing, we study the effects of two types of downsizing announcements – closure or sale to another operator – on sales in the affected shops, and how these effects are moderated by job security perceptions. On average, sales in the affected shops go down by 26% after a closure announcement and by 7% after a sale announcement. Sales decline more sharply in shops where employees had higher job security perceptions before the announcement. Our findings are consistent with psychological contract theory: a breach of an implicit contract promising job security in exchange for work effort results in a reciprocal effort withdrawal. We rule out several alternative explanations to our findings.

The chief executive of H.J. Heinz Company, in directing a far‐flung, decentralized corporation, challenges divisional officers to be creative and determined enough to meet the organization's demanding goals.

This research distinguishes between abstract brand concepts built through the development of diverse product portfolios (i.e. portfolio abstractness) and those built through establishing human-like images (i.e. image abstractness), and investigates the joint effect of the two types of brand abstractness on building brand equity.

The three studies presented use experimental design with participants in a laboratory setting and members of an online participant panel.

Three studies demonstrate that while building abstractness by expanding a brand’s product portfolio can generate favorable brand evaluations, this positive effect is marginal compared to when the brand is imbued with human-like characteristics. Furthermore, the favorable effects on brand equity because of abstractness associated with a human-like brand image are evident in protection from brand dilution in the face of negative publicity.

The findings suggest that a consideration of different forms of abstractness is key to unlocking the complexities of understanding customer-based brand equity.

This research shows that although building abstractness through a diversified product portfolio or a symbolic, human-like brand image can favorably impact customer-based brand equity (i.e. attitudes and responses to negative publicity), the former strategy has a marginal effect compared to the latter.

This is the first research to conceptualize brand abstractness as stemming from broad portfolios or from human-like brand images. Additionally, it provides a holistic understanding of how these two forms of abstractness jointly influence brand evaluations and responses to negative publicity.