Bi-cooperative games in managerial decision making processes: A theoretical explanation and implication for practice

Often at a certain point of medium and large organizations’ life cycle may come the circumstance in which the top management teams need to identify and assess the hazard risks related to the opportunity to merge or acquire third parties. This particular scenario lays out the need of adopting smooth and flexible tools aimed to drive top managers’ decisions. Specifically, in this work, I describe, through a practical example, how bi-cooperative game theory methodologies work and how they represent a valuable mechanism in supporting the decision-making processes in situations characterized by high degrees of volatility and uncertainty.