Demographic changes and economic consequences: Demo-economic multiplier for Austria

"The aim of [this] paper is the development of the demo-economic accounting linkage (demo-economic multiplier) between population development and the production of goods and services in the context of a comparative static analysis." The demo-economic multiplier is derived to indicate the economic conseqences of different household types. The impact of population size and structure on the economy is evaluated. A model is derived based on the demographic pattern of the Austrian population for 1974     

Towards a change in the economic paradigm through the experience of developing countries

Outside the conventional economic paradigm, chronic and recurrent bottlenecks are treated as pathological disorders instead of inherent problems in the growth of developing nations. Bottlenecks are either an insufficiency of foreign exchange to purchase an item needed to carry out production, or a shortage of a raw material. A new kind of recessive inflation occurs when markets provoke a regressive distribution of income to reduce bottlenecks and clashes with social pressure for higher wages. The trend toward bottlenecks in primarily exporting countries results in chronic and cumulative foreign indebtedness, recurrent stop and go cycles, and conflicts about income distribution which are solved through recessive inflation. Any balancing action on bottlenecks implies changes in relative prices entailing transfers of income to suppliers of scarce items. Investments should be stimulated by governments at the international level according to a global plan. A network of the largest world banks should be stabilized for most important raw materials and foodstuffs. This would encourage investment and discourage excessive price changes. If a rule were adopted whereby each country would have to live with its own oil deficit, the individualist/opportunism would disappear.     

Demographic-economic analysis in a multi-zonal region: a case study of Nordrhein-Westfalen

"This paper develops a series of spatially-disaggregated demographic-economic models, based on an extended Leontief type input-output model. Travel between residence and place of work and residence and place of shopping is included in the models, and a detailed decomposition of a range of multipliers identified. A model explicitly involving travel to work is developed empirically for the state of Nordrhein-Westfalen in West Germany, and sets of multipliers presented which relate changes in demographic and economic variables in particular zones of the state with changes in economic output and employment-related variables in other zones."     

Why people follow the leader: the power of transference

We all admire leaders. In trying to understand how leadership works, however, we often lose sight of the fact that followers are a crucial part of the equation. Regrettably, they get short shrift in the management literature, where they are described as merely responding to their leaders' charisma or caring attitudes. What most analyses seem to ignore is that followers have their own motivations and are as powerfully driven to follow as leaders are to lead. In this article, psychoanalyst, anthropologist, and management consultant Michael Maccoby delves into the unconscious recesses of followers' minds. He looks closely at the often irrational tendency to relate to a leader as some important person from the past--a parent, a sibling, a close friend, or even a nanny. Sigmund Freud discovered this dynamic when working with his patients and called it"transference." But as important as it is, the concept remains little understood outside the realm of clinical psychoanalysis. This is unfortunate, because a solid understanding of transference can yield great insight into organizational behavior and endow you with the wisdom and compassion to be a tremendous leader. The author explains the most common types of transference--paternal, maternal, and sibling--and shows how they play out in the workplace. He notes that they have evolved as our family structures have changed. Whether followers perceive a leader as an all-knowing father figure, as an authoritative yet unconditionally loving mother figure, or as a brother or sister who isn't necessarily a model of good behavior, the leader can manage transferential ties by bringing unconscious projections to light. Then debilitating resentment and animosity can give way to mutual understanding and productivity--and a limping organization can start to thrive.     

New business with the new military

A $200 billion market has appeared on your business horizon, but you may not have noticed it. It's the U.S. military--the new U.S. military. Virtually all aspects of the military are changing to ensure it can fight unpredictable threats while sustaining the infrastructure needed to support and train forces. The military is turning to non-traditional business partners to meet a wide range of needs, from health care to housing to information technology. The Defense Department is yielding its monopoly on every aspect of national security and adopting a more businesslike model in which the military's warfighting capabilities are supported through outsourcing and business alliances. Civilians are replacing military personnel in many noncombat roles. Military functions with corporate equivalents are candidates for outsourcing and privatization. Market standards are replacing the heavy customization that has locked many companies out of this marketplace. The authors have participated in the transformation process from different perspectives--one civilian, the other military. Together, they highlight the prospects that transformation is creating for companies outside the traditional defense industry and reveal paths to success in this complex market. They also present six principles for doing business with the military that require persistence, integrity, and a willingness to master the intricacies of a distinctive culture. By understanding the logic of military transformation, executives can identify and create vast new business opportunities. And by mastering the six principles, they can build profitable long-term relationships.     

Annuities and lifetime income: the Anglo-Saxon experience

A number of western industrialized nations have found themselves in a similar position to the United States today: an aging population leading to increasing, and perhaps unsustainable, expenditures on a traditional social security system. This article examines the risks that individuals face in retirement, describes the role of annuities in addressing those risks and examines why annuitization rates are so low. It then reviews the pension structures in the United Kingdom, Australia and New Zealand--countries with similar governmental and economic structures to those of the United States--and describes how these have impacted those countries' annuitization rates.