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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

Related research

Keywords: Appointments; Tenure; Effort; Ideology;

References

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  10. Moe, Terry M, 1990. "Political Institutions: The Neglected Side of the Story," Journal of Law, Economics and Organization, Oxford University Press, vol. 6(0), pages 213-53.
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  12. Kydland, Finn E & Prescott, Edward C, 1977. "Rules Rather Than Discretion: The Inconsistency of Optimal Plans," Journal of Political Economy, University of Chicago Press, vol. 85(3), pages 473-91, June.
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Cited by:
  1. Amihai Glazer & Stef Proost, 2008. "Capital-Intensive Projects Induce More Effort Than Labor-Intensive Projects," Working Papers 080913, University of California-Irvine, Department of Economics.

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