Advisory Board
Advisory Board The CompNet Advisory Board is composed of distinguished scholars and leading experts in the fields of productivity, competitiveness, and economic policy, and also…
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Governance & Structure
Governance & Structure The IWH Center for Business and Productivity Dynamism (IWH-CBPD), led by Center Chief Javier Miranda , hosts the CompNet Network and its related activities.…
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Research Articles
Research Articles Explore cutting-edge research based on CompNet’s micro-aggregated firm-level data and related analytical tools. These articles cover empirical and theoretical…
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Policy Output
Reports › CompNet’s flagship and special reports provide in-depth, data-driven analysis on productivity, competitiveness, and related economic trends, using the latest CompNet…
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10th Vintage
The CompNet 10th Vintage Dataset 10th Vintage dataset is now available! The CompNet dataset provides a comprehensive set of micro-aggregated indicators, specifically designed to…
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The Effects of Antitrust Laws on Horizontal Mergers: International Evidence
Chune Young Chung, Iftekhar Hasan, JiHoon Hwang, Incheol Kim
Journal of Financial and Quantitative Analysis,
No. 7,
2024
Abstract
This study examines how antitrust law adoptions affect horizontal merger and acquisition (M&A) outcomes. Using the staggered introduction of competition laws in 20 countries, we find antitrust regulation decreases acquirers’ five-day cumulative abnormal returns surrounding horizontal merger announcements. A decrease in deal value, target book assets, and industry peers' announcement returns are consistent with the market power hypothesis. Exploiting antitrust law adoptions addresses a downward bias to an estimated effect of antitrust enforcement (Baker (2003)). The potential bias from heterogeneous treatment effects does not nullify our results. Overall, antitrust policies seem to deter post-merger monopolistic gains, potentially improving customer welfare.
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The Chief Human Resource Officer in the C-suite: Peer Prevalence and Environmental Uncertainty
David Bendig, Kathrin Haubner, Jonathan Hoke, Sabrina Jeworrek
International Journal of Human Resource Management,
No. 11,
2024
Abstract
The chief human resource officer (CHRO) role elevates people-related matters to the apex of the firm. Why do some companies’ leading management teams place so much emphasis on human resources while others do not? The present study argues that CHROs’ presence in the C-suite is driven by firms’ imitation of industry peers’ leadership structures as a response to uncertainty. The investigation also sheds light on the moderating role of environmental factors that can influence mimetic isomorphism in HR leadership. Through a longitudinal analysis of large listed firms between 2006 and 2020, the study shows a positive relationship between the prevalence of the CHRO position among firms’ peers and a focal firm having a CHRO in its top management. The results demonstrate that certain types of uncertainty serve as boundary conditions for such copying actions: Industry growth strengthens mimicking behavior while industry dynamism weakens it. There is no clear evidence for the moderating role of industry competition. The findings contribute a neo-institutional view of human resource structures in the top management and strengthen the bond between the strategy and human resource literature.
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Centre for Business and Productivity Dynamics
Centre for Business and Productivity Dynamics (IWH-CBPD) The Centre for Business and Productivity Dynamics (CBPD) was founded in January 2025 and works with policy and research…
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Data Providers
Data Providers CompNet’s micro-level dataset is made possible through the dedicated contributions of national statistical institutes, central banks, and governmental research…
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Internships
Internship at Halle Institute for Economic Research (IWH) Interested in gaining an authentic insight in the interesting daily business and the variable tasks of an institute for…
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