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    The Economics of Fairness, Reciprocity and Altruism – Experimental Evidence and New Theories

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    This paper surveys recent experimental and field evidence on the impact of concerns for fairness, reciprocity and altruism on economic decision making. It also reviews some new theoretical attempts to model the observed behavior.Behavioural Economics; Other-regarding Preferences; Fairness; Reciprocity; Altruism; Experiments; Incentives; Contracts; Competition

    The Economics of Fairness, Reciprocity and Altruism – Experimental Evidence and New Theories

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    Chapter written for the Handbook of Reciprocity, Gift-Giving and AltruismBehavioural Economics; Other-regarding Preferences; Fairness; Reciprocity; Altruism; Experiments; Incentives; Contracts; Competition

    Giving or Taking: The Role of Dispositional Power Motivation and Positive Affect in Profit Maximization?

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    Socio-economic decisions are commonly explained by rational cost vs. benefit considerations, whereas person variables have not usually been considered. The present study aims at investigating the degree to which dispositional power motivation and affective states predict socio-economic decisions. The power motive was assessed both indirectly and directly using a TAT-like picture test and a power motive self-report, respectively. After nine months, 62 students completed an affect rating and performed on a money allocation task (Social Values Questionnaire). We hypothesized and confirmed that dispositional power should be associated with a tendency to maximize one’s profit but to care less about another party’s profit. Additionally, positive affect showed effects in the same direction. The results are discussed with respect to a motivational approach explaining socio-economic behaviour.economic decision-making, rational choice theory, personality, implicit power motive, positive affect, operant motive test

    ĐĐ°Đ»ĐŸĐłĐŸĐŸĐ±Đ»ĐŸĐ¶Đ”ĐœĐžĐ” ĐČ Ń€Đ”Ń„ĐŸŃ€ĐŒĐ°Ń… упраĐČĐ»Đ”ĐœĐžŃ ĐłĐŸŃŃƒĐŽĐ°Ń€ŃŃ‚ĐČĐ”ĐœĐœŃ‹ĐŒĐž Ń„ĐžĐœĐ°ĐœŃĐ°ĐŒĐž

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    ĐžĐ±Ń‰Đ”ĐżŃ€ĐžĐœŃŃ‚Ń‹Đ” Ń‚Đ”ĐŸŃ€Đ”Ń‚ĐžŃ‡Đ”ŃĐșОД ĐżĐŸĐŽŃ…ĐŸĐŽŃ‹ Đș Ń€Đ”Ń„ĐŸŃ€ĐŒĐžŃ€ĐŸĐČĐ°ĐœĐžŃŽ ĐłĐŸŃŃƒĐŽĐ°Ń€ŃŃ‚ĐČĐ”ĐœĐœĐŸĐč эĐșĐŸĐœĐŸĐŒĐžĐșĐž, ĐșĐ°Đș праĐČĐžĐ»ĐŸ, ĐČĐżĐŸĐ»ĐœĐ” ĐżŃ€ĐžĐłĐŸĐŽĐœŃ‹ ĐŽĐ»Ń цДлДĐč упраĐČĐ»Đ”ĐœĐžŃ ĐžĐ·ĐŒĐ”ĐœĐ”ĐœĐžŃĐŒĐž ĐœĐ°Đ»ĐŸĐłĐŸĐČых ŃĐžŃŃ‚Đ”ĐŒ Đž ох ŃĐŸŃŃ‚Đ°ĐČĐ»ŃŃŽŃ‰ĐžŃ…. В Ń‡Đ°ŃŃ‚ĐœĐŸŃŃ‚Đž, ĐČ ĐœĐ°Đ»ĐŸĐłĐŸĐČĐŸĐŒ Đ°ĐŽĐŒĐžĐœĐžŃŃ‚Ń€ĐžŃ€ĐŸĐČĐ°ĐœĐžĐž ĐŸŃĐŸĐ±Đ”ĐœĐœĐŸ ĐżŃ€ĐŸĐ±Đ»Đ”ĐŒĐœŃ‹ĐŒ прДЎстаĐČĐ»ŃĐ”Ń‚ŃŃ ĐČŃĐ”ĐŒĐ”Ń€ĐœĐŸĐ” ĐŸĐ±Đ”ŃĐżĐ”Ń‡Đ”ĐœĐžĐ” рДалОзацОО ĐżŃ€ĐžĐœŃ†ĐžĐżĐŸĐČ ĐłĐŸŃ€ĐžĐ·ĐŸĐœŃ‚Đ°Đ»ŃŒĐœĐŸĐč спраĐČДЎлОĐČĐŸŃŃ‚Đž, Đ° таĐșжД ĐČĐœĐ”ĐŽŃ€Đ”ĐœĐžĐ” ĐżĐŸĐŽŃ…ĐŸĐŽĐŸĐČ, про ĐșĐŸŃ‚ĐŸŃ€Ń‹Ń… ĐŽĐ»Ń ĐœĐ°Đ»ĐŸĐłĐŸĐżĐ»Đ°Ń‚Đ”Đ»ŃŒŃ‰ĐžĐșĐŸĐČ ĐČŃ‹ĐżĐŸĐ»ĐœĐ”ĐœĐžĐ” ĐŸĐ±ŃĐ·Đ°Ń‚Đ”Đ»ŃŒŃŃ‚ĐČ ĐżĐŸ ĐČĐœĐ”ŃĐ”ĐœĐžŃŽ платДжДĐč ŃŃ‚Đ°ĐœĐŸĐČотся Đ±ĐŸĐ»Đ”Đ” ĐČŃ‹ĐłĐŸĐŽĐœŃ‹ĐŒ, Ń‡Đ”ĐŒ уĐșĐ»ĐŸĐœĐ”ĐœĐžĐ” ĐŸŃ‚ ох ŃƒĐżĐ»Đ°Ń‚Ń‹. Đ’ĐŸ ĐŒĐœĐŸĐłĐžŃ… разĐČĐžĐČающохся ŃŃ‚Ń€Đ°ĐœĐ°Ń… ĐœĐ”ŃĐżĐŸŃĐŸĐ±ĐœĐŸŃŃ‚ŃŒ праĐČĐžŃ‚Đ”Đ»ŃŒŃŃ‚ĐČĐ° ĐČ ŃĐČŃĐ·Đž с ĐżĐŸĐ»ĐžŃ‚ĐžŃ‡Đ”ŃĐșĐžĐŒĐž ĐżŃ€ĐžŃ‡ĐžĐœĐ°ĐŒĐž Ń€Đ”Đ°Đ»ĐžĐ·ĐŸĐČать Đ·Đ°ĐŽĐ”ĐșĐ»Đ°Ń€ĐžŃ€ĐŸĐČĐ°ĐœĐœŃ‹Đ” ĐżŃ€ĐŸĐłŃ€Đ°ĐŒĐŒŃ‹ Ń‡Đ°ŃŃ‚ĐŸ яĐČĐ»ŃĐ”Ń‚ŃŃ ĐŸŃĐœĐŸĐČĐœŃ‹ĐŒ ĐżŃ€Đ”ĐżŃŃ‚ŃŃ‚ĐČĐžĐ”ĐŒ ŃĐŸŃ†ĐžĐ°Đ»ŃŒĐœĐŸ-эĐșĐŸĐœĐŸĐŒĐžŃ‡Đ”ŃĐșĐŸĐłĐŸ разĐČотоя. Đ˜ĐŒĐżĐ»Đ”ĐŒĐ”ĐœŃ‚Đ°Ń†ĐžŃ ĐŒĐœĐŸĐłĐžŃ… ĐžĐœĐžŃ†ĐžĐ°Ń‚ĐžĐČ ĐżĐŸ Ń€Đ”Ń„ĐŸŃ€ĐŒĐžŃ€ĐŸĐČĐ°ĐœĐžŃŽ ĐœĐ” ĐČсДгЎа ŃƒŃĐżĐ”ŃˆĐœĐ° Оз-Đ·Đ° ĐŸŃ‚ŃŃƒŃ‚ŃŃ‚ĐČоя чДтĐșох стратДгОĐč ĐČ ĐłĐŸŃŃƒĐŽĐ°Ń€ŃŃ‚ĐČĐ”ĐœĐœĐŸĐč ĐżĐŸĐ»ĐžŃ‚ĐžĐșĐ” струĐșŃ‚ŃƒŃ€ĐœŃ‹Ń… ĐžĐ·ĐŒĐ”ĐœĐ”ĐœĐžĐč. ĐšĐžŃ€ĐŸĐșĐŸ ОзĐČĐ”ŃŃ‚ĐœŃ‹ ĐŒĐŸĐŽĐ”Đ»Đž ĐżŃ€ĐžĐŒĐ”ĐœĐ”ĐœĐžŃ ĐœĐŸĐČых ĐżĐŸĐŽŃ…ĐŸĐŽĐŸĐČ ĐČ ŃĐžŃŃ‚Đ”ĐŒĐ°Ń… упраĐČĐ»Đ”ĐœĐžŃ ĐłĐŸŃŃƒĐŽĐ°Ń€ŃŃ‚ĐČĐ”ĐœĐœŃ‹ĐŒĐž Ń„ĐžĐœĐ°ĐœŃĐ°ĐŒĐž, ĐČ Ń‡Đ°ŃŃ‚ĐœĐŸŃŃ‚Đž, про Ń„ĐŸŃ€ĐŒĐžŃ€ĐŸĐČĐ°ĐœĐžĐž Đž ĐŽĐČĐžĐ¶Đ”ĐœĐžĐž ĐŽĐŸŃ…ĐŸĐŽĐŸĐČ, Ń€Đ°ŃŃ…ĐŸĐŽĐŸĐČ Đž ĐŽĐŸĐ»ĐłĐŸĐČ. Про ŃŃ‚Đ°ĐœĐŽĐ°Ń€Ń‚ĐœĐŸĐŒ Đ°ĐœĐ°Đ»ĐžĐ·Đ” ĐœĐ°Đ»ĐŸĐłĐŸĐČых ŃĐžŃŃ‚Đ”ĐŒ Ń‡Đ°ŃŃ‚ĐŸ ĐžĐłĐœĐŸŃ€ĐžŃ€ŃƒĐ”Ń‚ŃŃ Ń€Đ”Đ·ŃƒĐ»ŃŒŃ‚Đ°Ń‚ĐžĐČĐœĐŸŃŃ‚ŃŒ ĐœĐ°Đ»ĐŸĐłĐŸĐČĐŸĐłĐŸ Đ°ĐŽĐŒĐžĐœĐžŃŃ‚Ń€ĐžŃ€ĐŸĐČĐ°ĐœĐžŃ, сĐČŃĐ·Đ°ĐœĐœĐ°Ń с Ń‚Ń€Đ°ĐœŃĐ°ĐșŃ†ĐžĐŸĐœĐœŃ‹ĐŒĐž ОзЎДржĐșĐ°ĐŒĐž Đž ĐČĐ»ĐžŃĐœĐžĐ”ĐŒ Ń‚Đ”ĐœĐ”ĐČĐŸĐč эĐșĐŸĐœĐŸĐŒĐžĐșĐž: Ń€Đ”Ń‡ŃŒ ОЎДт ĐŸ затратах ĐżĐ»Đ°Ń‚Đ”Đ»ŃŒŃ‰ĐžĐșĐŸĐČ ĐŸĐ±ŃĐ·Đ°Ń‚Đ”Đ»ŃŒĐœŃ‹Ń… платДжДĐč Đž ŃĐ±ĐŸŃ€ĐŸĐČ Đž ĐœĐ°Đ»ĐŸĐłĐŸĐČых ĐŸŃ€ĐłĐ°ĐœĐŸĐČ, Đ° таĐșжД ĐŸĐ± ĐžĐœŃ‹Ń…, ĐœĐ” ĐżĐŸĐŽĐ»Đ”Đ¶Đ°Ń‰ĐžŃ… ĐșĐŸĐ»ĐžŃ‡Đ”ŃŃ‚ĐČĐ”ĐœĐœĐŸĐč ĐŸŃ†Đ”ĐœĐșĐ” ŃĐŸŃŃ‚Đ°ĐČĐ»ŃŃŽŃ‰ĐžŃ… ĐœĐ°Đ»ĐŸĐłĐŸĐŸĐ±Đ»ĐŸĐ¶Đ”ĐœĐžŃ, ĐČĐșĐ»ŃŽŃ‡Đ°Ń ĐŒĐŸŃ‚ĐžĐČацою ĐœĐ°Ń€ŃƒŃˆĐ”ĐœĐžĐč Đ·Đ°ĐșĐŸĐœĐŸĐŽĐ°Ń‚Đ”Đ»ŃŒŃŃ‚ĐČĐ°. Đ‘ĐŸĐ»ŃŒŃˆĐŸĐ” Đ·ĐœĐ°Ń‡Đ”ĐœĐžĐ” ĐžĐŒĐ”Đ”Ń‚ ĐœĐ°Đ»ĐŸĐłĐŸĐČĐŸĐ” ĐżĐŸĐČĐ”ĐŽĐ”ĐœĐžĐ”, ĐżŃ€Đ”ĐŽĐŸŃ‚ĐČŃ€Đ°Ń‰Đ”ĐœĐžĐ” ĐŸĐżĐżĐŸŃ€Ń‚ŃƒĐœĐžĐ·ĐŒĐ°, Ń€Đ”ĐłŃƒĐ»ĐžŃ€ĐŸĐČĐ°ĐœĐžĐ” ŃĐżĐŸŃĐŸĐ±ĐŸĐČ ĐżŃƒĐ±Đ»ĐžŃ‡ĐœĐŸĐłĐŸ расĐșрытоя ĐžĐœŃ„ĐŸŃ€ĐŒĐ°Ń†ĐžĐž, ĐżŃ€ĐžĐŒĐ”ĐœĐ”ĐœĐžĐ” ŃĐžŃŃ‚Đ”ĐŒĐœŃ‹Ń… ĐžĐœŃŃ‚Ń€ŃƒĐŒĐ”ĐœŃ‚ĐŸĐČ ĐČĐ·ĐžĐŒĐ°ĐœĐžŃ ĐœĐ°Đ»ĐŸĐłĐŸĐČ. Про Ń€Đ°Đ·Ń€Đ°Đ±ĐŸŃ‚ĐșĐ” ĐŽĐ”Ń‚Đ°Đ»ŃŒĐœŃ‹Ń… ĐżĐ»Đ°ĐœĐŸĐČ Ń€Đ”Ń„ĐŸŃ€ĐŒĐžŃ€ĐŸĐČĐ°ĐœĐžŃ ĐœĐ”ĐŸĐ±Ń…ĐŸĐŽĐžĐŒĐŸ ŃŃ‚Ń€Đ”ĐŒĐžŃ‚ŃŒŃŃ Đș ĐŒĐ°ĐșŃĐžĐŒĐ°Đ»ŃŒĐœĐŸĐč ŃŃ„Ń„Đ”ĐșтоĐČĐœĐŸŃŃ‚Đž ĐœĐ”ĐżŃ€Đ”Ń€Ń‹ĐČĐœŃ‹Ń… цоĐșĐ»ĐŸĐČ ĐŽĐČĐžĐ¶Đ”ĐœĐžŃ Ń„ĐžĐœĐ°ĐœŃĐŸĐČых Ń€Đ”ŃŃƒŃ€ŃĐŸĐČ ĐČ ĐŽĐŸŃ…ĐŸĐŽĐ°Ń… Đž Ń€Đ°ŃŃ…ĐŸĐŽĐ°Ń…, Đ° таĐșжД учотыĐČать ŃƒĐłŃ€ĐŸĐ·Ń‹ ĐœĐ°Ń€ŃƒŃˆĐ”ĐœĐžŃ Đ±ŃŽĐŽĐ¶Đ”Ń‚ĐœŃ‹Ń… ĐżŃ€ĐŸŃ†Đ”ŃŃĐŸĐČ, про ŃŃ‚ĐŸĐŒ ĐŸĐŽĐœĐžĐŒ Оз глаĐČĐœŃ‹Ń… ĐŽĐŸĐ»Đ¶Đ”Đœ Đ±Ń‹Ń‚ŃŒ ĐČĐŸĐżŃ€ĐŸŃ ĐČŃ‹Đ±ĐŸŃ€Đ° цДлДĐč Đž ĐżŃ€ĐžĐŸŃ€ĐžŃ‚Đ”Ń‚ĐŸĐČ. ИзĐČĐ”ŃŃ‚ĐœŃ‹ ŃĐ»ŃƒŃ‡Đ°Đž, ĐșĐŸĐłĐŽĐ° ĐŽĐŸĐœĐŸŃ€ŃĐșĐŸĐ” ŃĐŸĐŸĐ±Ń‰Đ”ŃŃ‚ĐČĐŸ Đž ĐŒĐ”Đ¶ĐŽŃƒĐœĐ°Ń€ĐŸĐŽĐœŃ‹Đ” ĐŸŃ€ĐłĐ°ĐœĐžĐ·Đ°Ń†ĐžĐž ĐœĐ°ŃŃ‚Đ°ĐžĐČалО ĐœĐ° ĐœĐ”ĐŸĐ±Ń…ĐŸĐŽĐžĐŒĐŸŃŃ‚Đž ĐČĐœĐ”ĐŽŃ€Đ”ĐœĐžŃ ĐŸĐżŃ€Đ”ĐŽĐ”Đ»Đ”ĐœĐœŃ‹Ń… ĐŸĐ±Ń€Đ°Đ·Ń†ĐŸĐČ Â«Đ»ŃƒŃ‡ŃˆĐ”Đč праĐșтоĐșО», ĐŸŃĐŸĐ±Đ”ĐœĐœĐŸ ДслО Ń€Đ”Ń„ĐŸŃ€ĐŒĐžŃ€ĐŸĐČĐ°ĐœĐžĐ” ĐŸŃŃƒŃ‰Đ”ŃŃ‚ĐČĐ»ŃĐ»ĐŸŃŃŒ про ох Ń„ĐžĐœĐ°ĐœŃĐŸĐČĐŸĐč ĐżĐŸĐŽĐŽĐ”Ń€Đ¶ĐșĐ”. ОтЮаĐČая ĐŽĐŸĐ»Đ¶ĐœĐŸĐ” ĐŒĐœĐŸĐłĐžĐŒ ĐżĐŸĐ·ĐžŃ‚ĐžĐČĐœŃ‹ĐŒ ĐżŃ€ĐžĐŒĐ”Ń€Đ°ĐŒ, ŃĐ»Đ”ĐŽŃƒĐ”Ń‚ ĐžĐŒĐ”Ń‚ŃŒ ĐČ ĐČОЎу, Ń‡Ń‚ĐŸ ĐŽĐ»Ń ĐœĐ°Đ»ĐŸĐłĐŸĐČĐŸĐč ŃĐžŃŃ‚Đ”ĐŒŃ‹ ĐșĐ°Đ¶ĐŽĐŸĐč ŃŃ‚Ń€Đ°ĐœŃ‹ хараĐșŃ‚Đ”Ń€ĐœŃ‹ спДцОфОчДсĐșОД чДрты, ĐżĐŸŃŃ‚ĐŸĐŒŃƒ ŃŃ„Ń„Đ”ĐșтоĐČĐœĐŸŃŃ‚ŃŒ ДД Ń€Đ”Ń„ĐŸŃ€ĐŒĐžŃ€ĐŸĐČĐ°ĐœĐžŃ ĐČĐŸ ĐŒĐœĐŸĐłĐŸĐŒ Đ±ŃƒĐŽĐ”Ń‚ Đ·Đ°ĐČĐžŃĐ”Ń‚ŃŒ ĐŸŃ‚ ŃƒŃ‡Đ”Ń‚Đ° ĐŒĐ”ŃŃ‚ĐœŃ‹Ń… ĐŸŃĐŸĐ±Đ”ĐœĐœĐŸŃŃ‚Đ”Đč. В Ń†Đ”Đ»ĐŸĐŒ заЎача упраĐČĐ»Đ”ĐœĐžŃ ĐžĐ·ĐŒĐ”ĐœĐ”ĐœĐžŃĐŒĐž ĐČ ŃĐžŃŃ‚Đ”ĐŒĐ°Ń… ĐłĐŸŃŃƒĐŽĐ°Ń€ŃŃ‚ĐČĐ”ĐœĐœŃ‹Ń… Ń„ĐžĐœĐ°ĐœŃĐŸĐČ ŃƒŃĐ»ĐŸĐ¶ĐœŃĐ”Ń‚ŃŃ ĐČĐœĐ”ŃˆĐœĐžĐŒĐž Đž ĐČĐœŃƒŃ‚Ń€Đ”ĐœĐœĐžĐŒĐž фаĐșŃ‚ĐŸŃ€Đ°ĐŒĐž ĐœĐ”ĐŸĐżŃ€Đ”ĐŽĐ”Đ»Đ”ĐœĐœĐŸŃŃ‚Đž, ĐżĐŸŃŃ‚ĐŸĐŒŃƒ про любых ĐŸĐ±ŃŃ‚ĐŸŃŃ‚Đ”Đ»ŃŒŃŃ‚ĐČах ĐœĐ”ĐŸĐ±Ń…ĐŸĐŽĐžĐŒĐŸ ĐŸĐ±Đ”ŃĐżĐ”Ń‡ĐžĐČать ĐœĐ”ĐżŃ€Đ”Ń€Ń‹ĐČĐœĐŸŃŃ‚ŃŒ Đ±ŃŽĐŽĐ¶Đ”Ń‚ĐœĐŸĐłĐŸ ĐżŃ€ĐŸŃ†Đ”ŃŃĐ° Đž ĐžŃĐżĐŸĐ»ĐœĐ”ĐœĐžĐ” ĐłĐŸŃŃƒĐŽĐ°Ń€ŃŃ‚ĐČĐŸĐŒ сĐČĐŸĐžŃ… ĐșĐŸĐœŃŃ‚ĐžŃ‚ŃƒŃ†ĐžĐŸĐœĐœŃ‹Ń… ĐŸĐ±ŃĐ·Đ°Ń‚Đ”Đ»ŃŒŃŃ‚ĐČ. Đ Đ”ĐłŃƒĐ»ŃŃ‚ĐŸŃ€ĐœĐ°Ń Ń„ŃƒĐœĐșцоя эĐșĐŸĐœĐŸĐŒĐžĐșĐž ĐŽĐŸĐ»Đ¶ĐœĐ° Đ±Ń‹Ń‚ŃŒ ĐœĐ°ĐżŃ€Đ°ĐČĐ»Đ”ĐœĐ° ĐœĐ° рДалОзацОю цДлДĐč ŃƒŃŃ‚ĐŸĐčчоĐČĐŸĐłĐŸ эĐșĐŸĐœĐŸĐŒĐžŃ‡Đ”ŃĐșĐŸĐłĐŸ разĐČотоя, ŃĐŸĐŸŃ‚ĐČДтстĐČĐ”ĐœĐœĐŸ, ĐČ Ń€Đ°ĐŒĐșах ĐœĐ°Đ»ĐŸĐłĐŸĐČĐŸĐč ŃĐžŃŃ‚Đ”ĐŒŃ‹, ĐșĐ°Đș стратДгОчДсĐșĐŸĐłĐŸ ŃĐ»Đ”ĐŒĐ”ĐœŃ‚Đ° ĐłĐŸŃŃ€Đ”ĐłŃƒĐ»ĐžŃ€ĐŸĐČĐ°ĐœĐžŃ, ĐŽĐŸĐ»Đ¶ĐœŃ‹ Ń€Đ°Đ±ĐŸŃ‚Đ°Ń‚ŃŒ ŃŃ„Ń„Đ”ĐșтоĐČĐœŃ‹Đ” ĐŒĐ”Ń…Đ°ĐœĐžĐ·ĐŒŃ‹ ĐœĐ°Đ»ĐŸĐłĐŸĐČ, ŃĐ±ĐŸŃ€ĐŸĐČ, Đ° таĐșжД Đ»ŃŒĐłĐŸŃ‚ Đž ĐżŃ€Đ”Ń„Đ”Ń€Đ”ĐœŃ†ĐžĐč ĐČĐŸ ĐČĐ·Đ°ĐžĐŒĐŸŃĐČŃĐ·Đž с Ń€Đ°ŃŃ…ĐŸĐŽĐœŃ‹ĐŒĐž ŃŃ‚Đ°Ń‚ŃŒŃĐŒĐž, Ń‚Ń€Đ°ĐœŃŃ„Đ”Ń€Ń‚Đ°ĐŒĐž Đž ŃŃƒĐ±ŃĐžĐŽĐžŃĐŒĐž.Generally, standard theoretical approaches to reforming national economy are quite usable for goals of managing changes of taxation systems and their components. In particular, of most problematic issue for tax administration is all-round provision of implementing principles of horizontal justice, as well as introducing the approaches which allow the execution of commitments on making payments by taxpayers to be more profitable than evasion. In many developing countries, due to political reasons the government’s inability to implement their declared programs is frequently the main obstacle to improving the socio-economic progress. Implementation of many reform initiatives is not always successful due to absence of clear strategies in governmental policy of structural transformations. There are wide known models of applying new approaches in systems of public finance management (PFM), particularly, in regard of formation and dynamics of revenues, expenses, debts. The standard analysis of tax systems ignores, as a rule, the efficiency of tax administration connected with transaction costs and shadow economy influence: the issue is about the expenses, on one hand, for payers of obligatory payments and levies, and on the other hand, for taxation authorities, as well as about the other taxation components, non-subject to quantitative assessment, including motivation of breaching legislation. Of great significance is tax behavior, prevention of opportunism, regulation of not only tax rates and taxation basis but also of ways of public information accessibility, application of systemic toolkits of tax collection. While developing detailed plans of reforming, it is necessary to strain after maximum efficiency of continuous cycles of financial resource movements in terms of revenues and expenditures, as well as to consider challenges for interruption of the budget processes. At that, one of the main issue is, obviously, selection of targets and priorities. There are known cases, when the donor community and international organizations insist on “the best practices” introduction, especially if the reforming is carried out with their financial support. In justice to numerous positive examples, it should be borne in mind that each taxation system of every country is characterized by their specific traits, so the efficiency of its reforming will at large depend on considering local features. On the whole, the task of managing changes in the public finance systems is getting more complicated in the context of external and internal factors of uncertainty. Thus, in any circumstances it is vital to ensure continuity of the budget process, as well as execution by the state of its constitutional obligations. The regulatory potential of economy should be focused on implementing sustainable economic development goals. Accordingly, in the taxation system framework, as a strategic tool for governmental regulation, there must function efficient mechanisms of taxes and levies, as well as benefits and preferences in coordination with expenditure items, transfers and subsidies

    Consistency in Organization (updated)

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    Internal organization relies heavily on psychological consistency requirements. This thought has been emphasized in modern compensation theory, but has not been extended to organization theory. The perspective sheds new light on several topics in the theory of the firm, like the boundaries of the firm, the importance of fairness concerns within firms, the attenuation of incentives, or the role of routines and incentives. It implies a perceptional theory of the firm that is realistic in the sense advocated by Ronald Coase (1937).disruptive technologies, skunkworks, ownership effect, fairness, employment relationship, Simon, theory of the firm, hierarchy, evolutionary theory of the firm, perceptional theory of the firm, consistency, small numbers, Williamson’s puzzle, centralization paradox, compensation, boundaries of the firm, fairness, idiosyncratic exchange, entitlements, obligations, routines, framing, Tayloristic organization, holistic organization

    Perceptions of Fairness and Allocation Systems

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    This paper explores the conditions of acceptability of differing allocation systems under scarcity and evaluates what makes a price system more or less fair. We find that fairness in an allocation arrangement depend on the institutional settings inherent in the situation, such as information, transparency and competition and the perceived institutional quality (e.g., fiscal exchange and institutional trust). Results also indicate that the solution “weak people first” is seen as the fairest approach to an excess demand situation, followed by “first come, first serve”, the price system and an auction system. On the other hand, a random procedure or an allocation through the government is not perceived to be fair. Moreover, economics students seemed to be less sceptical towards the price system than other subjects although we observe that female students are more sceptical than male students.Fairness, Allocation System, Excess Demand, Price System, Institutions

    Social value orientation as a moral intuition: Decision-making in the dictator game

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    We studied the decision making process in the Dictator Game and showed that decisions are the result of a two-step process. In a first step, decision makers generate an automatic, intuitive proposal. Given sufficient motivation and cognitive resources, they adjust this in a second, more deliberated phase. In line with the social intuitionist model, we show that one’s Social Value Orientation determines intuitive choice tendencies in the first step, and that this effect is mediated by the dictator’s perceived interpersonal closeness with the receiver. Self-interested concerns subsequently lead to a reduction of donation size in step 2. Finally, we show that increasing interpersonal closeness can promote pro-social decision-making.Dictator game; social dilemma; decision-making; two stage model; social value orientation, interpersonal closeness

    Research communication

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    The aim of the article is to identify challenges for strategic planning at the municipal level in Russia in the light of local self-government practices in the Nordic countries. Data for the study were collected from literature sources, as well as through analysis of legal documents and statistics, participatory observations of Russian municipal practices, and participation in the Presidential Program for the training of young managerial staff for the national economy of Russia in Norway in 2012. Municipal practices in Russia and the Nordic countries are examined and compared, and the problems which hinder the Russian municipalities in the elaboration and successful implementation of strategic plans for their development are indicated. The study reveals that there are two major groups of problems: those that have an institutional origin and those that are related to the economic situation within which the local authorities in Russia must work. It is shown that formal institutions at the national level to stimulate strategic planning at the municipal level – especially, necessary laws and regulations – are lacking. The same applies to informal institutions such as traditions and the culture of strategic planning at the local level. A typical economic situation within which the local authorities have to work is extremely low budget security at the municipal level, which gives rise to the competition for funds from the regional consolidated budget between the regional and municipal administrations, prevents them from being partners in the process of municipal strategic planning. Taking Nordic experiences into account, policy suggestions for the improvement of strategic planning at the municipal level in Russia are made
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