Künftige Finanzplanung der EU — neue Prioritäten,höhere Effizienz?

On May 2, 2018, the European Commission proposed a limited and realistic increase for the EU’s next multi-annual financial framework 2021–2027. The draft implies a roughly constant common budget for the EU with a focus on European stabilisation policy and the provision of centralised public goods provision rather than agriculture and cohesion. This shift mirrors the priorities spelled out by Emanuel Macron. However, the Commission combined this pragmatism with its interest in improving budgetary flexibility and autonomy. There is no doubt that the EU27 faces difficult negotiations. EU Member States’ initial reactions to the European Commision’s recent proposals were dominated by juste retour considerations reminiscent of past negotiations. Strengthening EU expenditure through European added value and fundamentally reforming their own resource system, including the introduction of tax-based own resources, will end the deadlock surrounding net position thinking. A more fundamental view on the fiscal policy of the European Union is given in the last paper, which states that the EU requires a complete overhaul of the economic governance structure. It offers a tentative approach that avoids moral hazard problems as well as fallacies about conditional backstops during times of crisis.     

The Austrian income tax tariff, 1955–2006

Using official statistics and tax laws, we outline and discuss the evolution of the personal income tax in Austria since the beginning of the Second Republic in 1955. Focusing on the tax tariff and its progressivity properties, we identify a period of high (and increasing) progressivity before 1989, followed by a period of diminished progressivity since 1989. While still being a powerful revenue instrument, the Austrian income tax seems to have lost both redistributive impact and political allure.

The Roles of Procedural and Distributive Justice in Logistics Outsourcing Relationships

In this paper, the effects of two dimensions of justice—procedural and distributive—on key attitudinal and behavioral elements of logistics outsourcing relationships are investigated. The findings suggest that the fairness of policies adopted by a third‐party logistics provider (3PL) and respective outcomes nurtures a customer's trust in and long‐term orientation toward the relationship with a 3PL. In such a relationship climate, patterns of cooperative behavior take place, providing an incentive for a 3PL to proactively pursue operational improvements.     

Consolidating the budget under difficult conditions — Ten guidelines viewed against Europe’s beginning consolidation programmes

There is evidence that a budget consolidation strategy can work with only a small and short-lived negative impact on growth. However, many countries are currently trying to consolidate at the same time as firms and consumers are deleveraging. We develop ten guidelines for consolidation during such a difficult economic period and cross-check whether the upcoming consolidation programmes being implemented in the EU countries comply with our guidelines. We propose following a “high road” on cutting deficits, which includes an active growth-enhancing component during the consolidation period. The active component should be financed by deeper cuts in subsidies, by eliminating obsolete government expenditure as well as by increasing the efficiency of the public sector. Taxes should not be raised permanently — a temporary contribution to consolidation will be needed, but tax structures in general should be made more growth and employment friendly.     

Europe’s Path Towards the Socio-Ecological Transition

Beset by an unprecedented combination of challenges including globalisation, demographic shifts, high unemployment and climate change, Europe is in dire need of a new kind of growth and development strategy. The authors of this Forum make compelling arguments for a socioecological transition, in which traditional measures of progress like GDP growth are downplayed in favour of factors such as social inclusion, environmental welfare, high levels of employment and the well-being of European citizens. This Forum explores some of the issues that must be resolved in order to fully achieve the socio-ecological transition, including the necessary decoupling of non-renewable energy use from GDP growth, the reduction of income and wealth inequalities, and the encouragement of innovation that is not based on fossil fuel technology. The Forum presents an optimistic path forward for the continent, with practical policy solutions that do not ignore the many obstacles facing a successful transition.     

Tax-based Own Resources to Finance the EU Budget

Intereconomics - In the current negotiations about the European Union’s next medium-term Multiannual Financial Framework (MFF) for the period 2021 to 2027, the system of own resources...     

PEG am Lebensende – Konfliktstoff für das therapeutische Team

Pl?doyer für eine neue Entscheidungskultur im klinischen Alltag - An einer PEG schieden sich die Geister. Die ?rzte wollen sie, nicht zuletzt, um sicher zu sein, alles menschenm?gliche für den Patienten getan zu haben. Und die Pflegekr?fte, die oft den unmittelbarsten Kontakt zum Patienten haben, sehen sich in der Zwickmühle zwischen medizinischer Notwendigkeit, den Wünschen der Angeh?rigen und ethischen Prinzipien. Ein l?sbarer Konflikt?     

Corporate Taxes in the European Union

The enlargement of the European Union in 2004 and 2007 by a number of countries with comparatively low corporate tax rates – seen by some as representing an unfair competitive advantage – has refuelled the debate on corporate taxation in Europe. The present Forum highlights a number of pertinent issues and discusses the challenges implied for European corporate tax policy. *The authors are indebted to Andreas Reutter for helpful comments. **The findings, interpretations and conclusions expressed in this paper are entirely those of the author. They should not be attributed to the European Commission. The author wishes to thank Anton Jevcav for valuable comments. ? European Communities, 2007.     

Supplier dependence asymmetry and investment in innovation: The role of psychological uncertainty

A key source of competitive advantage for large firms accrues from investments in innovative products and processes by their suppliers, incentivized by a positive relationship climate. A fundamental hindrance lies in a condition that commonly characterizes buyer-supplier relationships: asymmetric levels of dependence between business partners. Such asymmetry has been shown to be detrimental to the relationship, enhancing the likelihood of conflict, and negatively impacting the performance of the more dependent party. Considering that such dependence asymmetry is likely to persist, large buyers face the challenge of promoting a relationship environment that provides an incentive for suppliers to invest in innovation. In this study, we propose that large, dominant buyers can influence suppliers' intentions and behaviors by mitigating the effects of their perceived riskiness and ambiguity that emerge from a situation of dependence asymmetry. Specifically, using the lens of resource dependence theory, we investigate the effects of these two psychological dimensions of uncertainty on a supplier's trust, commitment, and willingness to invest in innovation, as well as the moderating effect of a buyer's information sharing in shaping a supplier's perceived uncertainty. The model is tested with a scenario-based experiment and results are corroborated by interviews with experienced managers of retail suppliers. Our findings indicate that a supplier's dependence on a large buyer increases its perception of ambiguity and riskiness in the relationship, negatively impacting its trust, commitment, and willingness to invest in innovation. However, a buyer who shares relevant and timely information with the supplier mitigates its perceived uncertainty, promoting the supplier's positive attitudes towards the buyer and incentivizing innovation. Sharing operational and strategic information such as point-of-sales data, sales forecasts, or strategic plans, becomes a valuable strategy to powerful buyers in the pursuit of becoming a preferred customer and enhancing a supplier's resource mobilization towards the relationship.