04857oam 22012374 450 991078841690332120230828232729.01-4623-1549-61-4519-9137-11-283-51237-81-4527-0248-99786613824820(CKB)3360000000443475(EBL)3014468(SSID)ssj0000940131(PQKBManifestationID)11512685(PQKBTitleCode)TC0000940131(PQKBWorkID)10938701(PQKB)10504077(OCoLC)694141138(MiAaPQ)EBC3014468(IMF)WPIEE2006147(EXLCZ)99336000000044347520020129d2006 uf 0engur|n|---|||||txtccrDoes Fiscal Policy Matter for the Trade Account? A Panel Cointegration Study /Christiane Nickel, Katja FunkeWashington, D.C. :International Monetary Fund,2006.1 online resource (27 p.)IMF Working Papers"June 2006."1-4518-6407-8 Includes bibliographical references.""Contents""; ""I. INTRODUCTION""; ""II. THE GOVERNMENT SECTOR AND THE TRADE ACCOUNT""; ""III. THE MODEL SPECIFICATION""; ""IV. EMPIRICAL ANALYSIS AND RESULTS""; ""V. SUMMARY AND CONCLUSION""; ""APPENDIX 1: DATA DESCRIPTION AND SOURCES""; ""APPENDIX 2: SINGLE TIME-SERIES ESTIMATIONS OF TRADE ELASTICITIES FOR THE G- 7 COUNTRIES""; ""REFERENCES""This paper analyzes the empirical relationship between fiscal policy and the trade account. Research prior to this paper did not consider that the components of private and public demand in the import demand equation exhibit different elasticities. Using pooled mean group estimation for annual panel data of the G-7 countries for the years 1970 through 2002, we provide empirical evidence that the composition of overall demand-i.e., the distribution among public demand, private demand, and export demand-has an impact on the magnitude of the trade account deficit.IMF Working Papers; Working Paper ;No. 2006/147Balance of tradeEconometric modelsDemand (Economic theory)Econometric modelsExpenditures, PublicEconometric modelsFiscal policyEconometric modelsImportsEconometric modelsExports and ImportsimfInvestments: GeneralimfMacroeconomicsimfPublic FinanceimfTrade: GeneralimfNational Government Expenditures and Related Policies: GeneralimfMacroeconomics: ConsumptionimfSavingimfWealthimfInvestmentimfCapitalimfIntangible CapitalimfCapacityimfInternational economicsimfPublic finance & taxationimfExpenditureimfImportsimfPrivate consumptionimfPrivate investmentimfExportsimfExpenditures, PublicimfConsumptionimfEconomicsimfSaving and investmentimfJapanimfBalance of tradeEconometric models.Demand (Economic theory)Econometric models.Expenditures, PublicEconometric models.Fiscal policyEconometric models.ImportsEconometric models.Exports and ImportsInvestments: GeneralMacroeconomicsPublic FinanceTrade: GeneralNational Government Expenditures and Related Policies: GeneralMacroeconomics: ConsumptionSavingWealthInvestmentCapitalIntangible CapitalCapacityInternational economicsPublic finance & taxationExpenditureImportsPrivate consumptionPrivate investmentExportsExpenditures, PublicConsumptionEconomicsSaving and investmentNickel Christiane1546596Funke Katja1546597International Monetary Fund.Middle East and Central Asia Dept.DcWaIMFBOOK9910788416903321Does Fiscal Policy Matter for the Trade Account? A Panel Cointegration Study3802305UNINA05308nam 2200637 450 991083019330332120230124192051.01-119-20888-21-119-99557-4(CKB)3400000000021168(EBL)661732(OCoLC)811493376(SSID)ssj0000380326(PQKBManifestationID)12127104(PQKBTitleCode)TC0000380326(PQKBWorkID)10372844(PQKB)10908494(MiAaPQ)EBC661732(EXLCZ)99340000000002116820160815h20082008 uy 0engur|n|---|||||txtccrThe fractal organization creating sustainable organizations with the Viable System Model /Patrick HoverstadtWest Sussex, England :Wiley,2008.©20081 online resource (368 p.)Description based upon print version of record.0-470-06056-5 Includes bibliographical references and index.Title Page; Copyright Page; Preface; Acknowledgements; PART 1 - INTRODUCTION; Chapter 1 - The Crisis of Organization; Chapter 2 - Management Myths, Models and Self-Fulfilling Prophecies; Nice Guys Finish Last?; X and Y; Change Theory; The Individual or the System; The Power of Models; Chapter 3 - Overview of the Viable System Model and the Rest of the Book; Why We Need Organizational Models; System 1 - Operations; System 2 - Coordination; System 3 - Delivery Management; System 3* - Monitoring; System 4 - Development; Systems 3, 4 and 5 - Strategy; System 5 - Policy; A Fractal StructurePART 2 - RUNNING THE BUSINESSChapter 4 - Autonomy and Control; The Horns of the Dilemma; Balancing Complexity; Hierarchy; Autonomy; Hierarchy and the Military; The Fractal Resolution; Chapter 5 - The Structure of Value Creation; Primary and Support Activities; Organization Structure and Complexity Drivers; The Impact of Complexity Drivers; Unfolding Complexity - Diagnosis and Design; Chapter 6 - Coordination; Identifying Coordination Needs; Coordination Mechanisms; Coordination and Designing Structure; Chapter 7 - Organizational Cohesion - The Structure of Managing PerformanceLine ManagementAttribution and Misattribution; Common Failures in the Performance Management Structure; Preventing 'Gaming' in Performance Management; Chapter 8 - Organizational Integrity and Monitoring for Trust; Breaking out of the Control Dilemma; Integrity; Trust; Monitoring for Trust; Chapter 9 - Performance and Viability; The Traditional Approach to Performance Management; A Systemic Approach; Dynamic Performance Management - Measuring Viability; Measuring the Performance of Management; PART 3 - CHANGING THE BUSINESS; Chapter 10 - Intelligence; The Roles of System 4 - 'Development'Outside and the FutureBuilding and Maintaining a Model of the Organization; Managing Key Strategic Knowledge; Chapter 11 - Strategic Risk; So What is Strategic Risk?; Strategic Risk - The Old Approach; A Systemic Approach - Identifying and Detecting Strategic Risk; Strategic Risk - from Detection to Management; Chapter 12 - Strategy; The Traditional Strategy Model; The Structure of Strategy Development from Hierarchy to Fractal; The 'Natural' Approach to Strategy - Strategy as an Emergent Property of the Organization; Strategic Conversations; Getting the Balance; Chapter 13 - InnovationInnovation and ViabilityLeaders and Followers; Innovation and Strategic Risk; Organizing Innovation; The Performance of Innovation; Managing Innovation to Develop Potentiality in an IT Company; Chapter 14 - Managing Change; Here We Go Again ...; Six Failed Changes - What Really Happened; Mosaic Transformation in Biological Systems; Mosaic Transformation in Organizations; Chapter 15 - Identity and Purpose; From Simplicity to Crises; Purpose; Organizational Purpose: Reality versus Intention; Single Purpose or Multiple Purposes; Boundaries and Identity; Defining a System's IdentityIdentity CrisesThe world of management is in crisis - the old remedies no longer work and organizations are failing at an increasing rate. Although many talk of 'joined up thinking', few offer practical guidance on how to achieve this in organizations. The Fractal Organization sets down the practical implications of a well tested systemic approach to building organizations that are capable of surviving and flourishing in these turbulent times. "An excellent read...Many organizations fail at the mercy of their own ignorance. The author has done an excellent job in making 'the scienManagementMathematical modelsManagement scienceOrganizational effectivenessManagementMathematical models.Management science.Organizational effectiveness.658658.001/185.10bclHoverstadt Patrick896241MiAaPQMiAaPQMiAaPQBOOK9910830193303321The fractal organization4040004UNINA