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Models of union behavior
(1995)
The effect of worker representation on employment bebaviour in Germany: another case of -2.5%
(2004)
Final Reflections
(2009)
Introduction
(2009)
After promising beginnings towards transformation, in 1991 the Bulgarian economy fell into deep crisis in the period from 1995 to 1997. Social policy, already overstrained due to the demands of transition, was unable to cope effectively with the rapidly spreading state of emergency. The following essay analyses the development of the social indicators and instruments of social security in the years 1990 to 1998. In addition to unemployment and unemployment insurance, the issue of pensions and poverty will also be examined.
Privatisation in Central and Eastern Europe can be defined as the transfer of property rights from the State to private owners. The transfers are carried out so as to vest the new private owners with the full property rights of use and disposal over their property, these rights being guaranteed by the legal framework established by the rule of law. In Bulgaria, one can distinguish between three main stages in the process of privatisation. Each was shaped by the conflicting resolutions of frequently changing governments and meant to serve different political goals. The first stage (1990-1993) is characterised by the blockade of legal privatisation, as ‘spontaneous privatisation’ was accorded high priority. As in other former socialist countries, great emphasis was placed on the so-called commercialisation of state-owned enterprises. This did not involve the actual transfer of State property into private hands, but rather the independent transformation of state-owned enterprises into joint-stock companies, as well as the establishment of subsidiary companies.1 The goals of introducing more efficient structures and applying modern methods of production by transferring property to a more suitable management were not achieved. The second stage (1993-1995) is a cash privatisation, which laid the foundation for an employee/management buy-out, aided by the legal provisions granting concessions in the payment of instalments. The most important factor in the third stage of the process of privatisation in Bulgaria was the adoption of the mass privatisation model as an alternative method of procedure. In 1996, legal regulations for mass privatisation were introduced and a privatisation fund was established. In the meantime, the process has evolved into its fourth stage, during which a strategy of privatisation has been formulated under the supervision of a monetary council, and various agreements with the IMF and the World Bank are being adhered to. Privatisation is the decisive factor in the structural reforms of East European countries. The problem of converting State property into more effective forms of property management has been exacerbated by the additional demand of carrying out the far-reaching structural changes as swiftly as possible. The expectation that a large part of State property would be privatised within a short time in Bulgaria, has not been met for a number of reasons. When the reforms began, the private sector was too weakly developed to become a catalyst for structural changes. Until 1995 there were no laws regulating the stock exchange or securities and bonds - the capital market was practically non-existent. Moreover, the various political parties could not agree upon the various models and objectives of privatisation. The population itself had no capital. The restitution of private ownership which will not be discussed in further detail was limited to the smallest businesses, traders and workshops. Furthermore, the Privatisation Agency and State authorities employed to initiate the privatisation process lacked experience. Another problem hindering privatisation was that the laws passed lacked precision and were constantly subject to change.
Inhalt: Grundgedanken zur Entwicklung von Leitbildern -Leitbilder im Kontext eines Stadtmarketingkonzeptes -Ein Modell zur Entwicklung von Leitbildern -Das Leitbild als ein Element der Entwicklung eines Stadtmarketing- Konzepts -Funktion von Leitbildern -Anforderungen an Leitbilder Beispiele zur Leitbildentwicklung für die Städte Hennigsdorf und Potsdam
Industrial policy and social strategy at the corporate level in Poland : questionnaire results
(1999)
This paper presents results from a survey of industrial policy of the state and the social security system at the corporate level in Poland. Previous reports in this area indicated preferable directions of research to be taken in order to prove various hypotheses of the purposefulness of an integral approach to industrial policy and social security in the analysis of economic processes in transition (see Weikard 1997). This paper summarises the results and draws conclusions from a questionnaire study on subsidies, social benefits and economic policy in Polish firms during the process of transformation. Our results and conclusions show the scope and character of the processes in the area of industrial and social policy in the period 1994 to 1997. The paper is divided into five parts. The first part concerns the aims and methodology of the questionnaire; it also gives a brief description of the sample. The second part shows how enterprises dealt with the issues of employment and wages in this period. The third part characterises industrial policy at the corporate level, while the next presents results from the survey of various social schemes pursued. The final part aims at an integral approach in the analysis of various processes taking place in Polish enterprises. The survey was conducted in the period April to June 1998. Its aim was to observe certain phenomena occurring at the corporate level. The questionnaire was distributed among the managers, directors and presidents of large-size enterprises, which had been selected to satisfy the following three criteria. Firstly, the number of employees had to be considerable (over 300 workers). This criterion was applied following the consideration that certain social phenomena are more conspicuous in enterprises with large manpower. Secondly, only operating enterprises were selected, the enterprises which closed down were disregarded. Finally, for the purposes of the survey the units differed as regards their legal situation and form of ownership. Out of over 1800 enterprises 370 units were drawn where we sent the questionnaire. Unfortunately, as many as 51.9% of the respondents refused co-operation, questions to a certain extent puts the representativeness of the sample in question. Finally, 178 questionnaires were subsequently completed and returned for analysis. However, not all of these questionnaires included full answers to all of the 75 questions; therefore, while discussing the results of the survey we have indicated the number of relevant answers we have received.