Management objectives and strategic interactions among capitalist and labour-managed firms
Management objectives and strategic interactions among capitalist and labour-managed firms
It has recently been shown that the separation of ownership and control in a capitalist firm may not lead to a conflict of interests between managers and owners when there are oligopolistic interactions between firms. This paper introduces labour-managed firms into the picture. We show that when the labour-managed firm is involved the prospect of gains from managerial discretion under Cournot oligopoly may be replaced by an inevitable loss. In an entry deterrence framework on the other hand there is, once more, the possibility of mutual gains. The effect of strategic behaviour more generally may therefore depend upon firm organisation.
423-431
Stewart, Geoff
a94573f3-bb92-416f-ba18-3c6272224d18
May 1992
Stewart, Geoff
a94573f3-bb92-416f-ba18-3c6272224d18
Stewart, Geoff
(1992)
Management objectives and strategic interactions among capitalist and labour-managed firms.
Journal of Economic Behavior & Organization, 17 (3), .
(doi:10.1016/S0167-2681(95)90018-7).
Abstract
It has recently been shown that the separation of ownership and control in a capitalist firm may not lead to a conflict of interests between managers and owners when there are oligopolistic interactions between firms. This paper introduces labour-managed firms into the picture. We show that when the labour-managed firm is involved the prospect of gains from managerial discretion under Cournot oligopoly may be replaced by an inevitable loss. In an entry deterrence framework on the other hand there is, once more, the possibility of mutual gains. The effect of strategic behaviour more generally may therefore depend upon firm organisation.
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Published date: May 1992
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Local EPrints ID: 33036
URI: http://eprints.soton.ac.uk/id/eprint/33036
ISSN: 0167-2681
PURE UUID: e8ede1c9-cb44-4807-af7a-7e6474dc2486
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Date deposited: 12 Dec 2007
Last modified: 15 Mar 2024 07:41
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Author:
Geoff Stewart
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