Passive vertical integration and strategic delegation.

With backward acquisitions in their efficient supplier, downstream firms profitably internalize the effects of their actions on their rivals' sales, while upstream competition is also relaxed. Downstream prices increase with passive, yet decrease with controlling acquisition. Passive acquisition is...

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Publicado en:RAND Journal of Economics (Wiley-Blackwell) Vol. 47; no. 4; pp. 891 - 914
Autores principales: Hunold, Matthias, Stahl, Konrad
Formato: Artículo
Publicado: Wiley-Blackwell Winter2016
Materias:
Acceso en línea:Ver este registro en EBSCOhost
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        atl: Passive vertical integration and strategic delegation.
      aug:
        au:
          Hunold, Matthias
          Stahl, Konrad
        affil:
          Heinrich Heine Universität Düsseldorf, Düsseldorf Institute for Competition Economics
          University of Mannheim, CEPR, CESifo, and ZEW
      su:
        Economic competition
        Mergers & acquisitions
        Corporate profits
        Suppliers
        Strategic planning
      sug:
        subj:
          Economic competition
          Mergers & acquisitions
          Corporate profits
          Suppliers
          Strategic planning
      ab: With backward acquisitions in their efficient supplier, downstream firms profitably internalize the effects of their actions on their rivals' sales, while upstream competition is also relaxed. Downstream prices increase with passive, yet decrease with controlling acquisition. Passive acquisition is profitable when controlling acquisition is not. Downstream acquirers strategically abstain from vertical control, thus delegating commitment to the supplier, and with it high input prices, allowing them to charge high downstream prices. The effects of passive backward acquisition are reinforced with the acquisition by several downstream firms in the efficient supplier. The results are sustained when suppliers charge two-part tariffs.
      pubtype: Academic Journal
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      src: R
    language: English
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