Intertemporal market division:: A case of alternating monopoly

In this paper, we report on an equilibrium with market dominance that exists in a simple two-firm model that features neither entry barriers nor sophisticated punishment strategies. This equilibrium induces an intertemporal market division in which the two firms alternate as monopolists - despite the fact that the model also sustains a Cournot duopoly. Even when initially both firms are active in the market, the alternating monopoly reveals itself rather quickly. Moreover, it Pareto dominates the Cournot equilibrium - as it is close to the cartel outcome. Several examples of what well may be such alternating monopolies are presented.     

The factory system in the British industrial revolution: A complementarity thesis

This paper offers an explanation for the rise of the factory system in Britain during the Industrial Revolution (1770-1850) based on the concept of complementarity: Investment in machinery, process supervision, and improved quality control formed a cluster of complementary activities in which adopting any one increased the marginal return to also adopting the others. Further, factory owners introduced process supervision not only to increase work effort, but also to balance worker incentives among production, quality control, and asset maintenance tasks. To test this hypothesis, I have constructed a new data set from firm studies and archival records. Measures of firms’ adoption of the activities are positively correlated in the cross-section of firms, providing evidence in favor of the complementarity hypothesis.     

Foreign direct investment, competition and industrial development in the host country

This paper analyses the impact of foreign direct investment (FDI) on the development of local firms. We focus on two likely effects of FDI: A competition effect which deters entry of domestic firms and positive market externalities which foster the development of local industry. Using a simple theoretical model to illustrate how these forces work we show that the number of domestic firms follows a u-shaped curve, where the competition effect first dominates but is gradually outweighed by positive externalities. Evidence for Ireland tends to support this result. Specifically, applying semi-parametric regression techniques on plant level panel data for the manufacturing sector we find that while the competition effect may have initially deterred local firms’ entry, this initial effect has been outpaced by positive externalities making the overall impact of FDI largely positive for the domestic industry.     

A general equilibrium analysis of software development: Implications of copyright protection and contract enforcement

We develop a general equilibrium model to study the implications of a legal environment on the organization of software production. We show that contract enforcement determines the organizational mode (i.e., in-house versus outsourcing) of customized software development while copyright protection affects both packaged software as well as customized software development. We obtain some testable results: when copyright protection is weak, only customized software will be developed; when copyright protection is strong, both customized software and packaged software will be developed; environment changes in one software market affect the equilibrium in the other software market.     

Transparency on the consumer side and tacit collusion

This paper investigates the effects on tacit collusion of increased market transparency on the consumer side of a market in a differentiated Hotelling duopoly. Increasing market transparency increases the benefits to a firm from undercutting the collusive price. It also decreases the punishment profit. The net effect is that collusion becomes harder to sustain. In the limiting homogeneous market, the effect vanishes. Here market transparency does not affect the possibilities for tacit collusion.     

Mergers, brand competition, and the price of a pint

Mergers in the UK brewing industry have reduced the number of national brewers from six to four. The number of brands, in contrast, has remained relatively constant. We analyze the effects of mergers on brand competition and pricing. Brand-level demand equations are estimated from a panel of draft beers. To model brand-substitution possibilities, we estimate the matrix of cross-price elasticities semiparametrically. Our structural model is used to assess the strength of brand competition along various dimensions and to evaluate the mergers. In particular, we compute equilibria of pricing games with different numbers of players.     

On Stackelberg games in a homogeneous product market

In a homogeneous product duopoly with concave demand and strictly convex costs we bring together all the standard results of quantity Stackelberg games, provide some new results with price Stackelberg games and compare the equilibrium configuration of the quantity games with the price games. In the price Stackelberg game we show there is a unique SPNE where the leader chooses a lower price than the follower, but both get equal payoffs. We prove that generally quantity Stackelberg games are less competitive than price Stackelberg games. However, we also demonstrate the possibility of a reversal of this result.     

Modelling cost complementarities in terms of joint production

Cost complementarities arise from synergies in the production of heterogeneous goods. It is shown that synergies can be accounted for in terms of shared public inputs (roughly) if and only if synergies decrease as the scope of production increases. This case of “substitutive” synergies is argued to be typical. The key technical tool is a novel interpretation of conjugate Moebius inversion in terms of higher-order differences.     

Corporate Restructuring in Japan Part I: Can M‐Form Organization Manage Diverse Businesses?

The purpose of this paper is to examine the recent organizational restructuring in Japan in the framework of organizational economics, assuming that the product/market portfolio of the firm is fixed. How does a firm set about organizing its internal divisions? I first summarize some stylized facts on corporate diversification strategy and multi‐divisional (M‐form) organization in large Japanese firms from different perspectives. I then analyse the problem of choosing an organizational form. In particular, I argue that, precisely because of its related diversification, the multi‐business Japanese firm adopting the M‐form finds it difficult to differentiate its diverse businesses internally.