Regulating mergers and acquisitions of U.S. electric utilities industry concentration and corporate complication

"What happens when electric utility monopolies pursue their acquisition interests-undisciplined by competition, and insufficiently disciplined by the regulators responsible for replicating competition? Since the mid-1980s, mergers and acquisitions of U.S. electric utilities have halved the numb...

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Bibliographic Details
Corporate Author: Edward Elgar Publishing, publisher (publisher)
Other Authors: Hempling, Scott, author (author)
Format: eBook
Language:Inglés
Published: Northampton : Edward Elgar Publishing 2020.
Subjects:
See on Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009803337006719
Table of Contents:
  • Part I: The transactions: Sales of public franchises for private gain, undisciplined by competition, producing a concentrated, complicated industry no one intended
  • 1. Diverse strategies, common purpose: Selling public franchises for private gain
  • 2. Missing from utility merger markets: Competitive discipline
  • 3. The structural result: Concentration and complication no one intended
  • Part II: The harms: Economic waste, misallocation of gain, competitive distortion, customer risks and costs
  • 4. Suboptimal couplings cause economic waste
  • 5. Merging parties divert franchise value from the customers who created it
  • 6. Mergers can distort competition: Market power, anticompetitive conduct and unearned advantage
  • 7. Hierarchical conflict harms customers
  • Part III: Regulatory lapses: Visionlessness, reactivity, deference
  • 8. Regulators' unreadiness: Checklists instead of visions
  • 9. Promoters' strategy: Frame mergers as simple, positive, inevitable
  • 10. How do regulators respond? By ceding leadership, underestimating negatives and accepting minor positives
  • 11. Explanations: Passion gaps and mental shortcuts
  • Part IV: Solutions: Regulatory posture, practices and infrastructure
  • 12. Regulatory posture and practice: Less instinct, more analysis; less reactivity, more preparation
  • 13. Regulatory infrastructure: Strengthen regulatory resources, clarify statutory powers, assess mergers' effects
  • References
  • Index.