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Vol.:(0123456789)
Review of Industrial Organization (2020) 56:615–636
https://doi.org/10.1007/s11151-020-09751-5
1 3
Antitrust Limits onStartup Acquisitions
KevinA.Bryan1· ErikHovenkamp2
Published online: 26 March 2020
© Crown 2020
Abstract
Should there be limits on startup acquisitions by dominant firms? Efficiency requires that
startups sell their technology to the right incumbents, that they develop the right technol-
ogy, and that they invest the right amount in R&D. In a model of differentiated oligopoly, we
show distortions along all three margins if there are no limits on startup acquisition. Leading
incumbents make acquisitions partially to keep lagging incumbents from catching up tech-
nologically. When startups can choose what kind of technology they invent, they are biased
toward inventions that improve the leader’s technology rather than those that help the laggard
incumbent catch up. Further, upon obtaining a pure monopoly, the leading incumbent’s mar-
ginal willingness to pay for new technologies falls abruptly, which diminishes private returns
on future innovations. We consider antitrust measures that could mitigate these problems.
Keywords Antitrust· Startups· IO theory
1 Introduction
Startup acquisitions are ubiquitous—particularly in high-tech industries. Frequently
the acquiring firms are established incumbents with significant market power,
as illustrated by Facebook’s acquisition of WhatsApp or Google’s acquisition of
Waze. Many large technology firms acquire ten or more startups per year. To be
sure, startup acquisitions play an important role in facilitating entrepreneurship and
innovation (e.g. Rasmusen 1988). However, over time, persistent startup acquisi-
tions by highly dominant incumbents may provoke countervailing competition
policy concerns. In the aggregate, such acquisitions may have significant adverse
effects on market structure, competition, and the diffusion of innovations. Indeed,
there is growing empirical evidence that decreased business dynamism and lower
* Kevin A. Bryan
kevin.bryan@rotman.utoronto.ca
Erik Hovenkamp
ehovenkamp@law.usc.edu
1 Rotman School ofManagement, University ofToronto, 105 St. George St, Suite 7034, Toronto,
ONM5S3E6, Canada
2 USC Gould School ofLaw, 699 Exposition Blvd, LosAngeles, CA90089-0071, USA
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