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.     

Constrained allocation problems with single-peaked preferences: An axiomatic analysis

We introduce a new class of problems that contains two existing classes: allocation problems with single-peaked preferences and bankruptcy problems. On this class, we analyze the implications of well-known properties such as Pareto optimality, strategy-proofness, resource-monotonicity, no-envy, equal treatment of equals, and two new properties we introduce, hierarchical no-envy and independence of nonbinding constraints. Unlike earlier literature, we consider rules that allow free-disposability. We present characterizations of a rule we introduce on this domain. We relate this rule to well-known rules on the aforementioned subdomains. Based on this relation, we present a characterization of a well-known bankruptcy rule called the constrained equal awards rule. Received: 22 June 2000/Accepted: 21 March 2002 This paper is based on the first chapter of my Ph.D. thesis submitted to the University of Rochester. I wish to thank my advisor, William Thomson, for helpful comments and suggestions.     

International Tax Competition: A Case for International Cooperation in Globalization

The liberalization of international financial flows and foreign direct investment has induced countries to use diverse measures to attract inflow of foreign capital and foreign direct investment, which is expected to have a positive effect on the growth of GDP and thus a positive effect on social welfare. Tax exemption, reduction of tax rate, tax holiday, or diverse subsidies are some of the most important measures used. In this paper we study international tax cooperation, i.e., countries change and especially reduce tax rate for corporate income or for asset revenues to attract inflow of foreign direct investment. Both theoretical and empirical studies have shown the sensibility of foreign direct investment decision with respect to tax rate differences between home countries and host countries. In general, more inflow of foreign direct investment can be expected if the tax rate of the home country is lower than that of foreign countries. This is the main reason for international tax cooperation. In this paper we propose a simple model to prove the sub-optimal Nash non cooperative solution in a two-country tax-competition game. The model shows that international tax cooperation can improve welfare of the participating countries. How to reach a cooperative solution for an international tax competition game (ITCG) is therefore an important issue for further discussions and studies. International institutions can play a crucial role to reach international tax cooperation or international tax harmonization.