Volvo-Scania: Mergers and Competition Policy

Business mergers tend to have fairly dicey odds of success. Failure rates are generally reported to be roughly 50%; poor culture fit or difficulties aligning systems to create inefficiencies tend to stand out as culprits. But a closer look at the economics of mergers reveals that the motivations of corporations, among them increasing market power, can be in direct conflict with the rules upheld by competition law. In this Case Study, Philip Krinks and Professors Daniel Traça and Vanessa Strauss-Kahn look at the attempted Volvo-Scania merger from a competition policy perspective.

Like this content? Why not share it?
Share on FacebookTweet about this on TwitterShare on LinkedInBuffer this pagePin on PinterestShare on Redditshare on TumblrShare on StumbleUpon
There Are No Comments
Click to Add the First »