Abstract
This study examines the economic consequences of a horizontal merger between Japanese airlines that took place in 2002, with particular emphasis on quality responses to the airline merger. A structural model allows firms to determine not only prices but also flight frequencies. The obtained estimates would reject the hypothesis that the merger facilitated coordinated effects. Efficiency gains from the merger are estimated as not trivial, and are more strongly observed in marginal costs per flight, rather than in marginal costs per passenger. Welfare effects of the merger are positive, but vary by market structure. Neglecting endogenous flight frequency overstates the welfare gains, especially for smaller markets. Finally, remedial measures imposed by the authority did little for the merger outcomes.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
