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Now showing items 1-7 of 7
Mixed Duopoly, Merger and Multiproduct Firms
(2000-07)
The literature on mergers has extensively analyzed the decision to merge by private firms but it has not considered the decision to merge by private and public firms. We assume that when a private firm and a public firm ...
Mixed Oligopoly and Environmental Policy
(2001-02)
The literature on mixed oligopoly does not consider the role that the environmental policy of the government plays on the decision whether to privatize public firms. Assuming that there are one public firm and n private ...
International Trade and Strategic Privatization
(2001-03)
The literature on mixed oligopoly does not consider that there is strategic interaction between governments when they decide whether to privatize their public firms. In order to analyze this quetion we consider two countries; ...
Environmental Standards, Wage Incomes and the Location of Polluting Firms
(2000-03)
The purpose of this paper is to study how the choice of environmental standards by governments is affected by the existence of wage incomes when firms' location is endogenous. In developed countries labor is unionized, ...
Timing of Wage Setting when Firms Invest in R&D
(2003-12)
In this paper, we analyze the effect that the timing of wage setting (i. e. whether wages set sequentially or simultaneously) has on the investment in R&D of firms, when that investment increases the productivity of labor, ...
Choice of Flexible Production Technologies Under Strategic Delegation
(2004-09)
This work analyzes a managerial delegation model in which firms can choose between a flexible production technology which allows them to produce two different products and a dedicated production technology which limits ...
Cost-Saving production technologies and strategic delegation
(2004-02)
This work analyzes a managerial delegation model in which firms that produce a differentiated good can choose between two production technologies: a low marginal cost technology and a high marginal cost technology. For ...