Cost - effectiveness analysis in practice: A case study of domestic water supplies in an African country

British aid policy calls for a large proportion of the programme to go to the poorest people in the poorest countries. This case study illustrates ways in which project selection and appraisal can aid this aim for projects whose output is non-tradeable and non-marketed but which may often be important to a poverty-focused programme. It attempts to demonstrate a framework by which such projects can consistently be examined paying particular attention to their objectives, the nature of their beneficiaries, and the recurrent budgetary implications for the host Government.     

Current and Future Uses of the Computer: Industrial R&D in the United States

This study of 158 organizations sought to depict current uses of computers in R&D. A survey of senior R&D management by the Industrial Research Institute identifies a number of salient features. Routine computer use is becoming a characteristic of scientists, engineers, and managers. Yet characteristics of usage differ markedly by size of R&D unit and by line of business. Moreover, patterns of responses suggest on-going changes toward the time when R&D will be strongly coloured by the context of an integrated, intelligent computer environment. This implies new roles and skill requirements for R&D managers, professionals, and support staff.     

R and D Project Selection and Evaluation: A Microcomputer-Based Approach

This paper develops microcomputer-based R and D project selection and project evaluation models. The models use Lotus 1-2-3 as a vehicle to provide practical research management support suitable for a developing country. The models are readily adaptable for various R and D management applications.     

Philanthropy's new agenda: creating value

During the past two decades, the number of charitable foundations in the United States has doubled while the value of their assets has increased more than 1,100%. As new wealth continues to pour into foundations, the authors take a timely look at the field and conclude that radical change is needed. First, they explain why. Compared with direct giving, foundations are strongly favored through tax preferences whose value increases in rising stock markets. As a nation, then, we make a substantial investment in foundation philanthropy that goes well beyond the original gifts of private donors. We should therefore expect foundations to achieve a social impact disproportionate to their spending. If foundations serve merely as passive conduits for giving, then they not only fall far short of their potential but also fail to meet an important societal obligation. Drawing on Porter's work on competition and strategy, the authors then present a framework for thinking systematically about how foundations create value and how the various approaches to value creation can be deployed within the context of an overarching strategy. Although many foundations talk about "strategic" giving, much current practice is at odds with strategy. Among the common problems, foundations scatter their funding too broadly, they overlook the value-creating potential of longer and closer working relationships with grantees, and they pay insufficient attention to the ultimate results of the work they fund. This article lays out a blueprint for change, challenging foundation leaders to spearhead the evolution of philanthropy from private acts of conscience into a professional field.     

Fair imposition

We introduce a new mechanism-design problem called fair imposition. In this setting a center wishes to fairly allocate tasks among a set of agents whose cost structures are known only to them, and thus will not reveal their true costs without appropriate incentives. The center, with the power to impose arbitrary tasks and payments on the agents, has the additional goal that his net payment to these agents is never positive (or, that it is tightly bounded if a loss is unavoidable). We consider two different notions of fairness that the center may wish to achieve. The central notion, which we call k-fairness, is in the spirit of max-min fairness. We present both positive results (in the form of concrete mechanisms) and negative results (in the form of impossibility theorems) concerning these criteria. We also briefly discuss an alternative, more traditional interpretation of our setting and results, in the context of auctions.     

Evaluation designs for technology assessments and forecasts

The worth of technology assessments and technological forecasts need not remain a matter of faith; indeed, it cannot. Evaluation of technology assessments and forecasts is indicated both to assess their effectiveness and to provide feedback useful for improving the state of the art. Drawing upon evaluation research, we present a range of alternative evaluation designs that fit into four general categories; pre-planned or post-hoc evaluations of single studies; pre-planned or post-hoc comparisons among multiple studies. We distinguish among three classes of performance objectives meriting evaluative attention: validity, utility, and advancement of the methodological art. For each objective we in turn consider pros and cons of several specific evaluation designs. We conclude with recommendations for two coordinated, but selective, evaluation programs, one focused on comparison among extrapolative forecasting techniques and one devoted to certain aspects of technology assessment methods and utilization.     

Warning Lights on the Dashboard

Many businesses operate legally while pushing the ethical values of society. This case follows the actions of a manager who uses particular metrics to improve his business at the cost of increasing the community's ethical concerns. The objectives of the case are to have students recognize ethical concerns arising from the metrics, assess how these impact business strategy, propose improvements while understanding the ethically sensitive environment in which the business operates, and devise an effective approach to persuade others to implement proposed changes. This case demonstrates to students the complexity of many ethical issues in business and challenges them to consider the interaction between ethical boundaries and a profitable corporate strategy. It highlights the importance of ensuring that both qualitative—here, ethical—and quantitative considerations are incorporated in any management accounting decision‐making tool.     

Moral sanctuary in business: A comment on the possibility

The purpose of this paper is to discuss the possibility of a moral sanctuary existing in the field of business. It seeks to add to the discussion begun by Professors Konrad and Roberts in recent studies. After some preliminary discussion on the nature of a moral sanctuary, the paper contends that from an Aristotelian-Thomistic perspective it is impossible for sanctuary from moral rules to exist in any area of life, including business. Even games are regulated by principles of Justice and Do No Harm. And the claim that ethics is too complicated to be figured out by the average business person simply does not make sense. In business as in any other human activity human values must be respected. Donald X. Burt is Professor of Philosophy at the Villanova University. He previously was Academic Vice-President at Merrimack College and Dean of Arts & Science at Villanova University. His most important publications are The Inn of The Samaritan (1984) Augustine on Killing The Innocent (Proceedings of The American Catholic Philosophic Assn.), A Possible Defense of Capitalism: Egoism Revisited (in Proceedings of the Conference on Value Inquiry), SUNY, Geneseo, 1979), and The Color of My Days 1980.