合并时代的竞争：各国电信、多媒体法之比较

网络分配业(电话公司、有线电缆和卫星经营者)与装配业(电信装配、计算机硬件软件公司)的操纵者迅速合并,合资或战略联盟。他们在寻求互相吸收股份增加力量,或者共同谋求获取知识产权(如美国在线时代华纳的合并)。笔者以美国、英国、澳大利亚和新西兰的电信多媒体法为例,结合具体案例,逐一比较分析各国的电信、多媒体法在竞争方面的规定,以及如何保护合理公平的竞争,维持市场的秩序的问题。     

Potential gains from specialization and diversification further to the reorganization of activities

In economic activities, two main forces guide firm and market structures: specialization and diversification. This paper provides new insights on this topic. We propose measuring gains due to simulated division and/or merger processes of firms. Potential gains come from a reorganization of activities through specialization/diversification and/or size effects. From a database of French farms, our findings demonstrate that even if both processes are beneficial for farming systems, the division gains outweigh the gains obtained by a merger. Moreover, mix changes are more important following a division than following a merger, implying more specialization gains than diversification gains.     

外国资本流入与我国农业安全——基于价格传导机制的分析

农业是经济社会发展的基础产业,农业产业安全是国家安全的重要组成部分.在经济全球化背景下,外资越来越多地进入我国农业领域,外资的大规模流入对我国农业安全的影响必须引起重视.本文从农业产业链及农产品价格传导的角度出发,讨论了外资大规模进入农业领域对农业安全的影响.     

网络融合下的产业交叉进入及企业横向兼并行为研究

本文基于二阶段动态古诺竞争模型,考虑了通信产业网络运营商横向兼并前后边际成本的变化,研究存在n家运营商的同质产品市场中,企业进行横向兼并的条件,并对横向兼并所引起的运营商利润变化及社会福利的变化进行了探讨。结果表明,随着横向兼并后边际成本节约程度的增加,运营商利润和社会福利都会增大。本文尝试对在网络融合下,媒体交叉竞争、产品同质化的过程中,网络运营商之间横向兼并行为进行规范的经济学分析,有关结论可以为政府制定网络融合下通信产业重组的相关政策提供一定的理论依据。     

政府在企业兼并与技术转让中的策略选择

在Stackelberg竞争条件下,提高产品质量的技术转让与企业兼并之间存有如下关系:与技术转让相比,技术拥有企业总是偏好企业兼并,但是企业兼并会降低社会福利;就技术转让的形式而言,技术拥有企业绝不会选择固定收费方式,可是,因为特许权收费(或双重收费)方式既不能提高技术拥有企业的收益,也不能提高技术接受企业的收益,所以技术授权可能不会发生。但是,因为技术授权可以提高社会福利,所以政府应禁止企业兼并,并且干预企业的技术授权行为。     

中国上市公司并购长期价值效应分析

运用DEA模型度量公司并购前后4年的绩效,通过分析并购前后公司绩效指数θ·变化情况,论证公司并购活动对公司价值提升的影响.结果表明,在中国,并购对公司绩效具有较强的提升作用.尤其是最近几年,并购的业绩提升作用具有加强的趋势.     

贸易自由化进程中并购效应的模型分析

在贸易自由化对并购影响进行考察的基础上,可以发现,贸易自由对于潜在的并购者来说有两种意义:受到保护的市场中的低效企业此时更容易被并购;对相对低效企业进行的并购变得越来越缺乏吸引力,不能实际地融合在一起,或者如果已经融合在一起的话,就出现了(资源的)耗散。无论在哪种意义上贸易的自由化都会激发并购活动的发生,但其中并不是都符合整个社会的利益。     

If you do not know who knows what: Advice seeking under changing conditions of uncertainty after an acquisition

In this study we develop a model to explain the dynamics of advice seeking after an acquisition. We build on a theory of advice seeking that draws from prospect theory and expectancy theory. We theorize that immediately after an acquisition there is uncertainty about who knows what, but over time individuals become more aware of the expertise within the organization and they change their advice networks based upon this increased awareness. Our model examines four micro-processes of advice seeking: reciprocity, preferential attachment, transitivity, and legacy-firm tie preferences. To test our hypotheses we use post-acquisition data over four time periods in a recruitment consulting firm. Our longitudinal analysis uses a stochastic actor-orientated model and our results indicate that immediately after the acquisition individuals have a tendency to seek advice based upon reciprocity and preferential attachment. However, over time these tendencies diminish. Surprisingly, transitivity does not play a significant role, which suggests that other micro-processes such as reciprocity are dominant. In addition, individuals in the acquired firm have a tendency to make more ties and there is a preference for same firm ties in both legacy firms, with the tendency being higher in the acquired firm. Our findings add to theories on the process of advice seeking under conditions of uncertainty, on knowledge transfer processes in mergers and acquisitions, and the knowledge based view of the firm.     

Coaching als eigenständiges Produkt innerhalb einer klassischen Unternehmensberatung Ein Integrationsversuch

Coaching as a separate product within a classical consulting company The article describes the author’s initiative to try to implement coaching as a separate product within a classical consulting company and to apply it in the context of big change projects. Based on the actual experience within a post merger integration project, the author describes the coaching aspects of the PMI project and discusses the chances and risks of such a ?new” product mixture of coaching and consulting.