We show that the presence of a strategic tax policy increases the incentive for a horizontal merger compared to the situation with no tax policy. Thus, we point towards a new factor, viz., strategic tax policy, for increasing the incentive for a horizontal merger that has been ignored in the existing literature. In contrast to the usual belief, we also show that a horizontal merger may benefit the consumers and the society.
At the dawn of the 21st century the international community is taking a critical look at its "hot spots". At a first glance, there seems to be a reversed picture than during the past two decades. During that time, conflicts in Europe and the Middle East were dominating while Asia appeared to be calm; but now the main trouble regions seem to be in Asia, as many long-lasting potential conflicts which were lurking under the surface of "quiet Asia" came abruptly to the fore in the aftermath of the 1997/98 financial crisis. (Military Technology/SWP)
Ende des vergangenen Jahres hat US-Präsident Bush zwei wichtige Entscheidungen getroffen, die für die Zukunft der Sicherheit und Weltpolitik von weitreichender Bedeutung sein können: am 13. November die mit Rußland auf dem Gipfel in Crawford vereinbarte Reduzierung der strategischen Kernwaffen und am 13. Dezember die einseitige Kündigung des ABM-Vertrages. Beide Entscheidungen sollen den im Kalten Krieg geschaffenen Zustand der Mutual Assured Destruction beenden und zu einer neuen Regulierung des strategischen Kräfteverhältnisses zwischen offensiven Kernwaffen und defensiven Raketensystemen führen. Beide Entscheidungen sind Ausdruck des neuen amerikanischen Unilateralismus, der vertragliche Rüstungskontrollpolitik weitgehend als überholt und hinderlich für Lösungen künftiger Sicherheitsprobleme betrachtet. An ihrer Stelle fördert die Bush-Administration nukleare Abrüstung zu amerikanischen Bedingungen und neue militärische Optionen, die Amerikas Handlungsmöglichkeiten als Solo-Supermacht vermehren. (SWP-aktuell / SWP)
This chapter presents the successive stages to make changes in the Polish development policy after 1989. The national administration reform of 1990 in the Third Commonwealth of Poland restored the local government after 40 years of non-existence during the time of Polish People's Republic (1944-1989) that was a satellite state of the Soviet Union after the Second World War. Another reform took place in 1998 as a part of preparations for the country's membership in the European Union (EU) from 2004. Currently developed strategic documents are suggesting the use of the "polarization and diffusion model of the development." The authors also discuss the regional policy currently implemented in Poland, which was designed in years 2009-2014. The process of creation of new policy includes plans to reform the policy instruments and to update the strategic framework. Conclusions highlight a need for a clearer division of powers between the center and regional governments and the importance of strengthening the financial basis and institutional capacity building.
An integrative framework is proposed to generate a more complete picture of strategic foresight as an organizing capability in high‐velocity environments.
The purpose of this strategic framework is to articulate CDC's goals, objectives, and strategies for effectively meeting global immunization challenges during 2011-2015. This document is intended to build on and complement CDC's previous 5-year plan: CDC global immunization strategic framework, 2006-2010 and is linked to the 2010 National Vaccine Plan of the U.S. Department of Health and Human Services. ; Abbreviations and acronyms -- Vision statement, mission statement, purpose -- Background and introduction -- Strategic principles -- Progress, aims, and challenges -- U.S. government and global health context -- Framework format -- Goal 1: Control, eliminate, or eradicate targeted VPD disability and death globally -- Goal 2: Strengthen capacity and enhance performance of health systems to sustainably deliver routine immunization services -- Goal 3: Strengthen VPD health information and surveillance systems to enhance decision-making capacity for immunization programs -- Goal 4: Increase the appropriate development, introduction, and use of new and underused vaccines to prevent diseases of global and regional public health importance -- Goal 5: Promote synergies between immunization and other public health interventions to strengthen health systems and contribute to decreased maternal and child mortality and morbidity -- Goal 6: Build and strengthen partnerships that maximize coordination and synergy in meeting immunization goals. ; CS220027. ; 8/31/11 - date from document properties. ; 2006-2010 Global immunization strategic framework issued by the National Center for Immunization and Respiratory Diseases, Global Immunization Division. ; System requirements: Adobe Acrobat Reader. ; Mode of access: World Wide Web. ; Electronic monograph in PDF format (1.16 MB, 40 p.).
PurposeBy exploring "what is strategic improvisation in organizations?" the authors respond to advances in strategic improvisation (SI) conceptualization with an emphasis on the challenges of combining unplanned but deliberate responses to relentlessly changing environments, in which strategy becomes increasingly improvised.Design/methodology/approachAn integrative review was conducted with the potential to develop new theoretical approaches to research problems. This literature review resulted in an introductory SI framework.FindingsThe authors propose a SI conceptual framework combining foundation, structuration and capillarization. While foundations comprise extemporaneity, novelty and intentionality, considered as triggers for the manifestation of SI, in this study structuration refers to the combination of a minimal structure and a reassessment process in response to unexpected situations. Capillarization means interaction patterns characterized as spontaneous, dynamic and collaborative. This framework leads to the definition of SI as an impromptu deliberate action stream, combining unplanned responses with intentional actions sustaining the convergence of strategy and operation, to integrate and reconfigure resources at the strategic level.Practical implicationsSI in practice considers reconfiguring the internal and external forces to deal with unexpected events and impromptu deliberate responses to face rapidly changing environments. This would enable practitioners and managers to prepare for eventualities that evolve dynamically and spontaneously, and unpredictable imminent global crises.Originality/valueThe authors conducted the first study mapping improvisation as a strategic organizational level phenomenon. SI is recognized as operating across levels, from the tactical and functional to the strategic.
In Avignon, France, during the 2nd edition of the Mediterranean Forest Week, the members of the Committee on Mediterranean Forestry Questions Silva Mediterranea formulated for the first time their request for a Strategic Framework on Mediterranean Forests. The first version of this framework was presented two years later in Tlemcen. It revolves around three main objectives and nine strategic lines. The 3rd Mediterranean Forest Week was an opportunity to discuss the modalities of implementation of these strategic lines in the countries of the Méditerranean Rim.
