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Institute
- Wirtschaftswissenschaften (76) (remove)
Risk attitudes influence the complete life cycle of entrepreneurs. Whereas recent research underpins the theoretical proposition of a positive correlation between risk attitudes and the decision to become self-employed, the effects on survival are not as straightforward. Psychological research posits an inverse U-shaped relationship between risk attitudes and entrepreneurial survival. On the basis of experimentally validated data of the German Socio-Economic Panel (SOEP), we examine the extent to which risk attitudes influence survival rates in self-employment in Germany. The empirical results confirm that persons whose risk attitudes are in the medium range survive significantly longer as entrepreneurs than do persons with particularly low or high risk attitudes.
Although Germany does not figure among the 'forerunners' of managerial reforms of the public sector, it has a long tradition of agencies and non-departmental bodies at the federal level. Over time, the federal administration has developed into a highly differentiated 'administrative zoo' with a large number of species, questioning the image of a well-ordered German bureaucracy. The article addresses organizational changes among non-ministerial agencies during the past 20 years and ministry-agency relations, drawing on data from a comprehensive survey of the federal administration. The structural changes we observe are neither comprehensive nor planned; they are much more evolutionary than revolutionary, driven by sectoral policies and not by any overall agency policy, supported more by regulatory than by managerial reforms, and most of the changes are horizontal mergers or successions of existing organizations, while we find almost no evidence for hiving-off from ministries to agencies. At the same time, federal agencies report a lot of bureaucratic discretion, whereas they perceive substantial levels of 'red tape' due to administrative regulations. We also find that traditional, hierarchical modes of ministerial oversight are still dominating; only few agencies have performance agreements with measurable goals.
Vorwort
(2010)