Titlebook: Industrial Organization; Minds, Bodies, and E Li Way Lee Book 2019 The Editor(s) (if applicable) and The Author(s), under exclusive license

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书目名称Industrial Organization影响因子(影响力)




书目名称Industrial Organization影响因子(影响力)学科排名




书目名称Industrial Organization网络公开度




书目名称Industrial Organization网络公开度学科排名




书目名称Industrial Organization被引频次




书目名称Industrial Organization被引频次学科排名




书目名称Industrial Organization年度引用




书目名称Industrial Organization年度引用学科排名




书目名称Industrial Organization读者反馈




书目名称Industrial Organization读者反馈学科排名

Arboreal

chronicle

The Owner’s Mindmpts to answer it have given rise to the field of corporate governance or “the agency problem.” In this chapter I make the case that the most popular heuristic for judging a manager’s competency is market share. As a measure of dominance, market share has claimed the crown. All managers know it and

柔声地说

The Manager’s Mindete with references to market share. To measure market share, we must be able to measure market first. In this chapter I confront the inconvenient truth that anyone’s measure of a market is subjective. Judges in antitrust cases know this conundrum best. (The name is “relevant market.”) I suggest a m

harpsichord

Too Bigy can approach, but never reach, 100% market share. This is the reason why their appetite for growth is insatiable and why their firms become too big. In this chapter, I demonstrate their relentless pursuit of size. I show that managers prefer buying capacity (through mergers and acquisitions) to ma

微枝末节

Too Complexrtically, and diagonally. Another reason is that complexity can be a trap, like the Prisoners’ Dilemma: Neither firms nor consumers wish to escape from it alone, though they all would be better off if they could escape from it together. We do not know much about “economic complexity”: What it is and

玉米棒子

facetious

混沌

Waves how mergers and acquisitions in a market can spread like a wild fire. I also comment on the good, the bad, and the ugly that are left in the wake of a merger wave. All these implications are derived from the assumption that managers pursue dominance, rather than someone else’s interest such as prof

热心

Bubblesake decision by the herding heuristic. Managers are aware of our tendency to herd, and they frame their products and services accordingly. That is to say, managers try to make bubbles. I illustrate this argument. I also draw parallels between a bubble and a Ponzi scheme. They are pretty striking. Be