Cohen JL 《Medical economics》2012,89(9):45-46

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Daniel Horgos  Klaus W. Zimmermann 《Kyklos》2010,63(3):383-399

Merging the impacts of interest groups on economic growth with governments' interest in unemployment and inflation, there should be a link between political business cycles and interest group formation. Interpreting Olson's Law in a short‐run perspective and integrating it with political business cycles, this contribution examines the link. We illustrate how such a model could look like, before investigating the relationship of lobbies, governments and voters empirically. As the time‐series‐analysis based on the German lobby‐list shows, lobbies strategically organize their activity to foster reelection of the governments: It takes two to tango.  相似文献   

    

Stout RL 《Journal of insurance medicine (New York, N.Y.)》1994,26(1):22-26

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José García-Quevedo  Francisco Mas-Verdú  Daniel Montolio 《Technology Analysis & Strategic Management》2013,25(4):473-486

Knowledge intensive services and, in particular, R&D services contribute significantly to innovation in firms. The objective of this paper is to find out which characteristics of firms explain the acquisition of R&D services and to analyse whether there are differences depending on the typology of the supplier (universities, technology centres and consulting firms). Three main conclusions emerge from the econometric estimations carried out with information from a survey of innovative firms in the region of Valencia in Spain. First, the results show that firm size and age matter in the decision to buy R&D services. Second, our results are consistent with the relevance that the literature gives to human capital in absorbing external knowledge. Third, innovation policy has a significant influence on the decision to acquire R&D services, particularly from universities and technology centres.  相似文献   

    

Daniel Besomi 《European Journal of the History of Economic Thought》2013,20(2):297-300

John Caruthers (1836–1914), the Scottish civil engineer who built canals and railways many parts of the world, was a good friend of William Morris and an active supporter of the Scoialist League and then the Hammersmith Socialist Society. He advocated a non-bureaucratic socialism, which had only a limited state machinery and made considerable use of the market system, with money, banks and flexible prices. His ideas were elaborated in a long boon Communal and Commercial Economy (1883) and in a substantial article (1884) in To-Day (a leading London socialist periodical of the time) and elsewhere. The paper sets out his economic ideas in some detail, including his (implicit) emphasis on the Golden Rule in he choice of technique. These ideas were a considerale achievement for the early 1880s and it is perhaps unfortunate that they did not have a greater influence on the socialist movement.  相似文献   

    

L. Biggeri 《Revue internationale de statistique》2005,73(2):249-250

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Nicole L. Stirton  Douglas Hay 《Asia Pacific Journal of Human Resources》1999,36(3):66-75

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Alison L. Booth  Andrew McCulloch 《The Manchester School》1999,67(3):346-366

In this paper we estimate the determinants of bargaining over redundancy pay, and its impact on employment variation and financial performance, using the 1990 Workplace Industrial Relations Survey. The estimates indicate that bargaining over redundancy pay is more prevalent in plants with a strong union presence. However, voluntary negotiation of redundancy pay does not appear to reduce employment variability in the face of small demand shocks. Bargaining over manual redundancy pay has an insignificant impact on plants’ financial performance, while bargaining over non-manual redundancy pay has a large significant positive effect. Our findings may explain the positive attitudes to redundancy pay reported by some employers, and reinforce the general conclusion of cross-country studies that firing constraints in Britain may be relatively unimportant in preventing labour market flexibility.  相似文献   

  总被引：1，自引：0，他引：1  

Hammond JS  Keeney RL  Raiffa H 《Harvard business review》1998,76(2):137-8, 143-8, 150

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Ronald L. Jacobs 《Human Resource Development Quarterly》1999,10(1):1-2

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