We analyze the bidding behavior of expectations-based loss-averse bidders in auctions with interdependent values. We emphasize the difference between the risk bidders face over whether they win the auction (extensive risk) and the risk they face over the value of the prize conditional on winning (intensive risk). The extensive risk creates an "attachment" effect, whereas the intensive risk operates via a "comparison" effect. How loss-averse bidders react to these different risks depends on whether they incorporate their bid into their reference point. Under "unacclimating personal equilibrium" (UPE), where bidders keep their expectations fixed when choosing their bids, both the extensive and intensive risks induce them to bid more aggressively. Moreover, bidders are exposed to the "winner's curse" and a seller can attain higher revenue by hiding information in order to leverage the intensive risk. By contrast, under "choice-acclimating personal equilibrium" (CPE), where a bid determines both the reference lottery and the outcome lottery, the intensive risk creates a "precautionary bidding" effect that pushes bidders to behave less aggressively; whether this effect is reinforced or undermined by the extensive risk depends on a bidder's likelihood of winning the auction. Furthermore, bidders are less aggressive than under UPE and can be subject to a "loser's curse." Yet, by committing to bidding less aggressively, such as by engaging in proxy bidding, loss-averse bidders are better off under CPE than UPE.
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In recent years, the way corporates innovate has changed significantly. Going from 'behind closed doors' innovation to open innovation where collaboration with outsiders is encouraged, companies are in the pursuit of more effective ways to accelerate their innovation outcomes. As a result, many companies are investing to create more entrepreneurial environments, which not only empower employees to proactively propose and test new ideas, but also reach beyond company walls to involve many others in the co-creation of new solutions. In this paper, we outline the most notable benefits of hackathons from the perspective of large organizations, and present the benefits and a methodology for organizing hackathons, ie. competition-based events where participants work in small teams over a short period of time to ideate, design, rapidly prototype and test their ideas with a user-centric approach to solve a determined challenge. This paper also provides a brief insight into the CEMEX Hackathon, which was organized following the aforementioned methodology.
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