Antimonopoly Compliance: Review of Foreign Practice. Part I

The article contains the best foreign practices of implementing the of antimonopoly compliance Institute (compliance) in order to identify and manage the risks of violations of competition law and the possibility of preventing these violations by companies. The article presents the definition of compliance, describes the experience of foreign competition authorities in development, organization and implementation of compliance programs. Special attention is paid to the potential benefits that business receives as part of the successful implementation of the antimonopoly compliance system, including the possibility of mitigating circumstance in case a company commits an antimonopoly offense.

Social Efficiency of Entry in an Open Economy

We show that cost asymmetry between the domestic and foreign firms is not necessary for the occurrence of insufficient entry in the domestic country. This result provides a rationale for pro-competitive domestic policies even in the absence of cost asymmetries among the domestic and foreign firms. However, if significant demand comes from foreign countries, and the market structures are determined endogenously in the domestic and foreign countries, domestic-entry in an open economy might not be insufficient, implying that foreign competition might not reduce the importance of anti-competitive domestic policies.

History and Turning the Antitrust Page

Present-day advocates of antitrust reform referred to as “New Brandeisians” have invoked history in pressing the case for change. The New Brandeisians bemoan the upending of a mid-twentieth-century “golden age” of antitrust by an intellectual movement known as the Chicago School. In fact, mid-twentieth-century enforcement of antitrust was uneven and large corporations exercised substantial market power. The Chicago School also was not as decisive an agent of change as the New Brandeisians suggest. Doubts about the efficacy of government regulation and concerns about foreign competition did much to foster the late twentieth-century counterrevolution that antitrust experienced.

How increased foreign competition motivates domestic firms to do good: an examination of foreign entry mode and domestic CSR response

PurposeWe examine whether domestic firms react differently to foreign direct investment (FDI) entry modes –mergers and acquisitions (M&A) versus greenfield. Specifically, we ascertain whether the entry mode of foreign competition motivates different corporate social responsibility (CSR) responses from domestic firms and when such relationships hold.Design/methodology/approachWe employ fixed-effects models using 1,331 US firm-year observations for 2015–2018. Furthermore, we examine the interactive effects of industry concentration to examine a key boundary condition.FindingsForeign entry via greenfield mode has no effect on domestic firm CSR. Entry through M&A has a significantly positive effect. We attribute these findings to the increased threat to domestic firms from foreign M&A whereas foreign entry through greenfield mode is less threatening as entrants face significantly more challenges in host countries. We identify industry concentration as a boundary condition of our findings. The effect of foreign M&A entries on domestic firms' CSR becomes weaker as industries are more concentrated.Originality/valueThis study offers novel insights on FDI by parsing out different reactions to entry mode by domestic firms. We add to our understanding of CSR as a mechanism to stave off foreign competition, offer insights into a key boundary condition of such actions and demonstrate the robustness of our findings.

Sugar Rush: Sugar and Science in the British Caribbean

This article examines the contrasting evolution in sugar refining in Jamaica and Barbados incentivized by Mercantilist policies, changes in labor systems, and competition from foreign sugar revealing the role of Caribbean plantations as a site for experimentation from the eighteenth through mid-nineteenth century. Britain's seventeenth- and eighteenth-century protectionist policies imposed high duties on refined cane-sugar from the colonies, discouraging colonies from exporting refined sugar as opposed to raw. This system allowed Britain to retain control over trade and commerce and provided exclusive sugar sales to Caribbean sugar plantations. Barbadian planters swiftly gained immense wealth and political power until Jamaica and other islands produced competitive sugar. The Jamaica Assembly invested heavily in technological innovations intended to improve efficiency, produce competitive sugar in a market that eventually opened to foreign competition such as sugar beet, and increase profits to undercut losses from duties. They valued local knowledge, incentivizing everyone from local planters to chemists, engineers, and science enthusiasts to experiment in Jamaica and publish their findings. These publications disseminated important findings throughout Britain and its colonies, revealing the significance of the Caribbean as a site for local experimentation and knowledge.

Determinants of the Adoption of Dashboards in SMEs

The objective of this research is to highlight the factors driving the structural and behavioural contingencies to the adoption of dashboards by small and medium sized enterprises (SMEs) in the Cameroonian context. Using data collected from 314 SMEs, we conducted an exploratory analysis, in order to investigate the factors that could have an influence on the use of dashboards and a multiple correspondence factorial analysis in order to identify the characteristics of SMEs using dashboards. On the other hand, a binary logistic regression was done to unveil the factors that stand behind the usage of dashboards in Cameroonian SMEs. Our findings indicate that the formal nature of the SME, the power delegation, the presence of an experienced leader, the pressure of foreign competition, the age of the company, the use of follow-up software in organizational processes and the implementation of a system to reward the employees when they achieve positive results, are the factors that enable the adoption of the dashboard.