Sets of alternatives as Condorcet winners

We characterize sets of alternatives which are Condorcet winners according to preferences over sets of alternatives, in terms of properties defined on preferences over alternatives. We state our results under certain preference extension axioms which, at any preference profile over alternatives, give the list of admissible preference profiles over sets of alternatives. It turns out to be that requiring from a set to be a Condorcet winner at every admissible preference profile is too demanding, even when the set of admissible preference profiles is fairly narrow. However, weakening this requirement to being a Condorcet winner at some admissible preference profile opens the door to more permissive results and we characterize these sets by using various versions of an undomination condition. Although our main results are given for a world where any two sets – whether they are of the same cardinality or not – can be compared, the case for sets of equal cardinality is also considered. Received: 15 March 2001/Accepted: 31 May 2002 This paper was written while Barış Kaymak was a graduate student in Economics at Boğazi?i University. We thank ?ağatay Kayı and İpek ?zkal-Sanver who kindly agreed to be our initial listeners. The paper has been presented at the Economic Theory seminars of Bilkent, Ko? and Sabancı Universities as well as at the Fifth Conference of the Society for the Advancement of Economic Theory, July 2001, Ischia, Italy and at the 24^th Bosphorus Workshop on Economic Design, August 2001, Bodrum, Turkey. We thank Fuad Aleskerov, İzak Atiyas, ?zgür Kıbrıs, Semih Koray, Gilbert Laffond, Bezalel Peleg, Murat Sertel, Tayfun S?nmez, Utku ünver and all the participants. Remzi Sanver acknowledges partial financial support from İstanbul Bilgi University and the Turkish Academy of Sciences and thanks Haluk Sanver and Serem Ltd. for their continuous moral and financial support. Last but not the least, we thank Carmen Herrero and two anonymous referees. Of course we are the sole responsible for all possible errors.     

Mission,money, and merit: Strategic decision making by nonprofit managers

Public and nonprofit organizations need to make strategic choices about where to invest their resources. They also need to expose hidden managerial assumptions and lack of adequate knowledge that prevent the attainment of consensus in strategic decision making. The approach we developed and tested in the field used a dynamic, three‐dimensional model that tracks individual programs in an organization's portfolio on their contribution to mission, money, and merit. The first dimension measures whether the organization is doing the right things; the second, whether it is doing things right financially; and the third, whether it doing things right in terms of quality. Senior managers provide their own evaluations of the organization's programs. Both the consensus view and the variation in individual assessments contribute to an improved managerial understanding of the organization's current situation and to richer discussions in strategic decision making. In field tests, this visual model proved to be a useful and powerful tool for illuminating underlying assumptions and variations in knowledge among managers facing the complex, multidimensional tradeoffs needed in strategic decision making.     

Attracting Micro‐Enterprises To Learning

Micro‐enterprises, i.e. firms with less than 10 employees, are traditionally the hardest to engage in learning; they are also least likely to participate in such measures as business advice and guidance provision and initiatives to support information communication technology (ICT) adoption. Through a community‐based initiative initially targeting parents (unemployed or employed) to participate in ICT, 30 micro‐enterprises were attracted to learning for the first time. These companies had carefully avoided similar initiatives taking place locally, which emphasized business success and growth; they had only participated in this ICT skills training because of their children. The paper takes a case study approach to evaluate the reasons for participation, explores barriers and implications for those organizing similar activities, and calls for a more holistic view of owners and managers of small firms as fathers, mothers, etc. rather than just as ‘entrepreneurs’.     

The evaluation of DNA evidence in pedigrees requiring population inference

Summary. The evaluation of nuclear DNA evidence for identification purposes is performed here taking account of the uncertainty about population parameters. Graphical models are used to detail the hypotheses being debated in a trial with the aim of obtaining a directed acyclic graph. Graphs also clarify the set of evidence that contributes to population inferences and they also describe the conditional independence structure of DNA evidence. Numerical illustrations are provided by re-examining three case-studies taken from the literature. Our calculations of the weight of evidence differ from those given by the authors of case-studies in that they reveal more conservative values.     

Successful collaboration between the nonprofit and public sectors

Public and private funding sources often require nonprofit organizations to provide evidence of partnership with a governmental entity before financing a project. However, the circumstances under which working partnerships between the nonprofit and public sectors are forged and sustained have not been fully studied. This article presents the findings of a case study of land trusts and local governments and identifies conditions that foster successful collaboration. Social factors such as experience on the part of key personnel in working with the opposite entity and genuine affection for each other are more important than economic benefits. This suggests that a nonprofit agency interested in creating a viable partnership to improve a project should give careful consideration to assigning staff.     

Organizational Compatibility and Workplace Drug Testing: Modeling the Adoption of Innovative Social Control Practices

Few researchers have examined organizational variation in the adoption of workplace drug testing, but innovation theory suggests that adoption is more likely when it is compatible with an organization's values, previously introduced ideas, and needs. Using data from the 1997 National Employee Survey, this research models the effects of organizational compatibility, industry, and establishment size on the adoption of drug testing. The data reveal that compatibility, as measured by an organization's rules orientation, presence of an employee assistance program, and mechanization, is associated with the adoption of drug testing. As predicted, the adoption of drug testing varies across industries and by establishment size.