Publication records

© 2007 The Author Journal compilation © 2007 London Business School

The objective of this paper is to investigate the determinants of European Union (EU) merger control decisions.We consider a sample of 167 EU mergers between 1990 and 2002 and evaluate their competitive consequences by the reaction of the stock market price of competitors to he merging firms. We then account for the discrepancies between the actual and optimal decisions as indicated by the stock market in terms of the political economy surrounding the cases. Our results suggest that the commission's decisions cannot be solely accounted for as protecting consumer surplus. The institutional and political environment does matter. As far as influence is concerned, however, our data suggest that the commission's decisions are not sensitive to firms' interests. Instead, the evidence suggests that other factors-such as market definition and procedural aspects, as well as country and industry effects-do play a significant role.

With permission of the University of Chicago Press

Leadership and management development programs at the world's leading business schools and consulting organizations are increasingly using multirater (multisource, 360-degree) feedback as an instrument for their participants' learning. Despite a plethora of publications about 360-degree instruments and several solid analyses of the method for HR practitioners and consultants, there is not much information that explains the process to the ultimate recipients of the information gathered through feedback, i.e. executives. The purpose of this technical note is to explain to participants of executive education programs who are going through the process of 360-degree assessment the rationale behind using multirater feedback instruments, explain the main principles and the process of going through the exercise, provide guidance on preparation for assessment and selection of respondents, make suggestions on ways to solicit input from the respondents, and briefly outline possible methods of using the feedback results in the context of a leadership development program.

In this article, we examine why it is difficult to induce firms to form Research Joint Ventures (RJVs). We examine various incentives and disincentives for RJV formation by estimating an endogeneous switching model using data from the US National Cooperative Research Act. The empirical findings support hypotheses that firms of different sizes have disincentives to form RJVs and that cost-sharing is an important incentive for RJV participation.

© The Author(s). Journal compilation © Royal Economic Society 2007

Sales executives manage their product and services business, lead the sales force, and represent the organization for which they work. In order to succeed in those tasks they need managerial acumen as well as people skills. These include a basic understanding of the markets in which their industry competes, the mechanisms with which these markets function, a comprehensive set of management tools and techniques as well as soft methods to coordinate and motivate their teams. This is particularly the case when it comes to technology-based companies where a single sales pitch may easily exceed revenues of EUR 100 to 200 million. With generally only a very few, but constantly powerful and aggressive competitors, it is crucial for their executives to understand the current dynamics of the markets, the changing value chains, the necessity of new forms of business partnerships, ways and means to turn services into profitable business, adjusting sales strategy to business strategy, and measuring sales and business performance. "Bringing Technology to Market" gathers those current developments of B2B marketing and sales, presented by major practitioners and leading scholars in Europe and the US. "Bringing Technology to Market" will offer basic know how, best practice examples, and new insight and ideas for marketing and sales executives. These are managers, who so far have made their decisions mostly from the gut, frequently relying on stable environments and lasting connections to traditional business partners. Now they are required to understand and work on the developments and changes influencing their present and future markets, be they local, national and/or global.