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Short-term leaders should make long-term appointments

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  • Amihai Glazer

    ()

  • Vesa Kanniainen

Abstract

Top decision-makers (such as the U.S. President) often serve short terms, but make decisions with consequences long after they are gone. (Appointments of judges or of Federal Reserve Board members are two examples.) When a leader can choose his effort on an appointment, the organization’s performance may increase when the minimum term for an appointment increases, and when decisions are irreversible. In addition, ideological preferences can lead to better appointments. Copyright Springer Science + Business Media, LLC 2007

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File URL: http://hdl.handle.net/10.1007/s10797-006-6741-9
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Bibliographic Info

Article provided by Springer in its journal International Tax and Public Finance.

Volume (Year): 14 (2007)
Issue (Month): 1 (February)
Pages: 55-69

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Handle: RePEc:kap:itaxpf:v:14:y:2007:i:1:p:55-69

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Web page: http://www.springerlink.com/link.asp?id=102915

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Keywords: Appointments; Tenure; Effort; Ideology;

References

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  10. Willam O. Brown, 1997. "University Governance and Academic Tenure: A Property Rights Explanation," Journal of Institutional and Theoretical Economics (JITE), Mohr Siebeck, Tübingen, vol. 153(3), pages 441-, September.
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Cited by:
  1. Amihai GLAZER & Stef PROOST, 2008. "Capital-intensive projects induce more effort than labor-intensive projects," Center for Economic Studies - Discussion papers ces0831, Katholieke Universiteit Leuven, Centrum voor Economische Studiën.

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