On Vertical Mergers and Their Competitive Effects

By Yongmin Chen. 2001

281 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/555c91d1e55550b3cf5e75c2493ba410aa05b794

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Citations in the corpus

Board Expertise: Do Directors from Related Industries Help Bridge the Information Gap? (2014, unknown): “With regard to “stock price informativeness,” Chen, Goldstein, and Jiang (2007) argue that managers can garner information regarding the firm’s product markets and other strategic issues related to competitors from their stock prices.”
Vertical Integration in the Presence of Upstream Competition (2004, background): “To simplify exposition, suppose that if any firm acquires UA, it is D1 (see Chen, 2001, for a discussion).”
Vertical integration, exclusive dealing, and ex post cartelization (2007, background): “13 This dampening of horizontal competition explains U1 s advantage and ability to preempt U2 (Gilbert and Newbery, 13This opportunity cost" idea appeared in Chen (2001), who nds that a vertically integrated rm can only exclude a less e¢ cient supplier.”
Trade Liberalization and Strategic Outsourcing (2004, background): “6 In Chen (2001) it is pointed out that the analysis of competition in vertically related markets needs to take into account the effects of multimarket contacts.”
Do Vertical Mergers Facilitate Upstream Collusion? Second Version (2005, unknown): “2See for example, the recent contributions by Chen (2001), Choi and Yi (2001), Riordan (1998), and Chen and Riordan (2003); see Rey and Tirole (2003) for a survey. vertical integration can facilitate the maintenance of monopoly profit levels for the industry as a whole, where all of these profits…”