The Economic Forces Driving Food Safety Quality in Meat and Poultry

This article examines the impact of regulation and market-driven private actions on food safety performance in the meat and poultry industries. We find that private actions account for about 80% and regulation about 20% of the overall reduction in the share of samples of cattle and hog carcasses, ground beef, and broilers testing positive for Salmonella if all regulation and private actions were increased by identical amounts.     

Technology, Labor Wars, and Producer Dynamics: Explaining Consolidation in Beefpacking

Beefpacking underwent a dramatic transformation in the 1970s and 1980s, as plants got much larger and industry concentration rose dramatically. We use individual Census Bureau plant records to analyze the sources of the transformation. We find that there were modest but extensive scale economies in packing plants, covering the full range of plant sizes, and that such economies became more important throughout the period of the study. As production shifted to larger plants, we estimate that the industry's aggregate processing costs fell by 35.3% by 2002, compared to what they would have been without consolidation.     

The Direct and Indirect Costs of Food-Safety Regulation

The compliance costs of the Pathogen Reduction Hazard Analysis Critical Control Program (PR/HACCP) rule have been controversial. Previous reports have used limited data to evaluate its overall and component costs. This paper addresses those deficiencies by examining compliance costs with data from a national survey of meat and poultry plants. Results indicate that ( a ) regulation favors large, more specialized plants over small, diversified ones, ( b ) private actions incur considerable costs, and ( c ), except for chicken slaughter, Federally mandated processing tasks are 160–500% more costly than allowing plants to meet standards using whatever food-safety technology they choose.     

The limits of growth of the multidivisional firm: A case study of the U.S. oil industry from 1930-90

Some scholars (Chandler, 1977; Penrose, 1959) believe that firms grow by transferring inimitable marketing, production, and research skills from one line of business to another. Extending this view and emphasizing the role of the central office of a multidivisional firm to transfer administrative skills, Williamson (1975) argues that competition among business units within the firm mimics a competitive capital market and leads to an effcient allocation of resources. Coase (1937), however, argues that firm size is limited by the costs of organizing diverse transactions and Chandler (1991) claims that growth is constrained by the technical and marketing expertise of the top managers. The purpose of this paper is to demonstrate that the scope of the multidivisional firm is limited by the transferability of firm-specific skills and the efficiency of capital markets. Support comes from a case study of 19 oil companies over the 1930–90 period.     

Technological Change and Economies of Scale in U.S. Poultry Processing

This article uses a unique data set provided by the Census Bureau and a translog cost function to empirically examine technological change in the U.S. poultry industry. Results reveal substantial scale economies that show no evidence of diminishing with plant size and that are much greater than those realized in cattle and hog slaughter. Findings suggest that consolidation is likely to continue, particularly if demand growth diminishes, and that controlling for plant product mix is critical to accurate cost estimates.     

Mergers and Acquisitions and Productivity in the U.S. Meat Products Industries: Evidence from the Micro Data

This article investigates the motives for mergers and acquisitions (M&As) in the U.S. meat products industry from 1977 to 1992. Results show that acquired meat and poultry plants were very productive before mergers, and that all but the very largest meat slaughter and processing plants and all but the bottom 20% of the poultry slaughter and processing plants significantly improved their productivity growth in their postmerger periods. These results lead to the conclusion that synergies and related efficiencies are important motives for M&As.