Efficient compensation for employees' inventions

We analyze a legal reform concerning employees' inventions in Germany. Using a simple principal-agent model, we derive a unique efficient payment scheme: a bonus which is contingent on the project value. We demonstrate that the old German law creates inefficient incentives even if litigation cost is zero. However, the new law (concerning university employees) and the pending reform proposal (concerning other employees) also fail to implement first-best incentives. With suboptimal incentives to spend effort on inventions, the government's goal, an increase in the number of patents, is likely to be missed. A part of this research was done while I enjoyed the hospitality of the University of California in Santa Barbara (Economics Department) and Berkeley (Law School). Financial aid by the Thyssen Stiftung is gratefully acknowledged. classification K 12 . J 33 . C 72     

Le développement des décideurs publics: propositions pour les années qui viennent

Sommaire: Plus que jamais, les décideurs publics doivent alimenter la décision politi-que. Ils ne sauraient y parvenir sans une mise à jour continuelle de leurs connaissances. Les dornaines traditionnels ne sauraient cependant satisfaire à leurs besoins. C'est pourquoi l'auteur propose quatre domaines de formation pour les décideurs de la fin du millénaire. La maîtrise de l'infonnation s'appliquant tant au domaine des nouvelles qui ren-dent compte des événernents sociaux ou politiques qu'au domaine de l'information de gestion qui doit rester sous le contrôle des décideurs; La sensihilitéaux valeurs montantes dans le secteur du travail, de la santé et des Affaires sociales, de la politique et de l'économie. Selon l'auteur, les décideurs publics devront passer d'une gestion organique et pragmatique des services à une gestion sur laquelle des problèmes nouveaux et des valeurs nouvelles créeront des pressions de plus en plus considérables; La connaissance des institutions d du rôle de l'État - Une certaine perte de crédibilité des institutions publiques doit être contrée. Par ailleurs, la diminution du rôle des bureaucraties ne doit pas être confondue avec la diminution du rôle de l'État; L'hahilitédans le décodage de la prospective - L'administration publique exige de ses décideurs qu'ils regardent haut et loin mêrne si le quotidien les sollicite de façon très pressante. Les décisions autonomes deviennent de plus en plus rares et les liens entre les idées et les actions exigent plus que jarnais une ouverture sur le monde. Abstract: More than ever, public decision-makers must feed the policy-making process. To do that, they must continually upgrade their knowledge. However, the conventional fields of knowledge are no longer sufficient. The author hence proposes four areas of training for the decision-makers of the twenty-first century: - the mastery of informution, involving news reports on social and political events, and management information that must be at the decision-makers' fingertips; - sensitivity to emerging values in the fields of labour, health and social affairs, politics and economics. The author believes that public decision-makers must switch from an organic, pragmatic management of services to a management mode that will be subjected to ever-growing pressure by new problems and new values; - knowledge of the institutions and of the role of the state. A certain loss of credibility of public institutions must be countered. However, reducing the various bureaucracies must not be confused with reducing the role of the state; - ability to interpret forecasts. Public administration requires decision-makers to look beyond the horizon in spite of the pressing daily tasks. Autonomous decisions are becoming increasingly rare, and the links between ideas and actions require, more than ever, an opening to the world.     

Politics and administration during a ‘nuclear-political’ crisis

How do public agencies and goverments cope with large-scale hazards if they cannot rely on specific laws, previous experience or governmental directions. National and local authorities in West Germany were completely surprised by nuclear fallout from the Chernobyl reactor blaze in 1986. This article describes and analyzes local, regional and national administrative reactions. Attempts by local and state administrators to preserve their freedom of action were confronted with national-level attempts to centralize and coordinate crisis decision making. Many local and regional bodies had to cope with citizen protests and attempts at self-regulation organized by autonomous radiological experts and amplified by the mass media. There was a marked lack of uniformity in government responses to the crisis. This was only in part due to the pervasive uncertainty and the lack of preparedness. Problems of inter-administrative coordination always occur when decentralized political responsibilities meet with geographically extensive threats.The paper is commented on by Klaus König, professor of Government and former advisor to the West German chancellor.     

Interaction and basic rights in an international perspective: an introduction

The effective enjoyment of basic rights largely depends on communicative processes and other forms of social interaction. Traditional conceptions of basic rights do not explicitly address this relevance of social interaction, though. Legal conceptions of basic rights rather focus on the right to a particular discretionary, but isolated and individual behaviour. This article points out the different established dimensions of basic rights protection and points out the relevance of social interaction for the enjoyment of basic rights as well as the legal consequences in different jurisdictions.

     

Simple clearing technique as species determination tool in blowfly larvae

A simple clearing technique is presented by which species specific structures and organs of blowfly larvae can easily be visualized and displayed without any danger of mechanical damages or dislocations of delicate formations and without fixation of the object.     

Wiedereinsetzung in den vorigen Stand bei Organisationsverschulden des Verteidigers; Rechtsmittelfrist bei Urteils- ohne HV-Protokollszustellung

Trifft der Verteidiger im Falle von in seiner Kanzlei unüblicher mündlicher Rechtsmittelanmeldung keine besonderen Vorkehrungen, um sein Personal auf diesen Umstand und die damit im Zusammenhang stehende Eintragung der Rechtsmittelfrist nach Zustellung der schriftlichen Urteilsausfertigung hinzuweisen, so hat er für Organisationsverschulden innerhalb seiner Kanzlei und damit ein Versehen nicht blo? minderen Grades einzustehen, weshalb die Wiedereinsetzung in den vorigen Stand gegen die Vers?umung der Ausführungsfrist nicht zul?ssig ist. Die Zustellung der schriftlichen Urteilsabschrift bewirkt auch dann den Beginn der Rechtsmittelausführungsfrist, wenn das HV-Protokoll entgegen § 271 Abs 6 letzter Satz StPO (noch) nicht zugestellt wurde. Die Nichtzustellung des HV-Protokolls kann aber einen berechtigten Grund für die Wiedereinsetzung in den vorigen Stand darstellen.