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George O. Assibey-Mensah 《Public Budgeting & Finance》1999,19(2):76-89
Ghana's Parliament enacted a value-added tax (VAT) in December 1994, with collection to begin on March 1, 1995. The short preparation period proved fatal for the tax. However, the nation's fiscal problems continue and the government is resolved to reintroduce the tax in 1998. This article reviews the structure of the failed tax, showing how it would have been a more effective general consumption tax than the system it would have replaced, examines the reasons for its untimely demise, and considers prospects for a successful reintroduction of the tax. Ghana's experience with the VAT can hold important lessons for countries contemplating the introduction of such a tax. 相似文献
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George N.Tzogopoulos 《北京周报(英文版)》2021,64(11):23-23
New avenues to be explored for Belt and Road cooperation At the beginning of 2021,the situation looks better in China and the rest of the world.China is striving to maintain its success in eliminating COVID-19 cases domestically and fostering immunity for its 1.4-billion population.The more the vaccination process gains ground,the more it is likely that lives will return to normalcy. 相似文献
276.
Bert George Martin Baekgaard Adelien Decramer Mieke Audenaert Stijn Goeminne 《Public administration》2020,98(1):14-28
New Public Management popularized performance measurement in public organizations. Underlying performance measurement's popularity is the assumption that it injects performance information (PI) into decision-making, thus rationalizing the ensuing decisions. Despite its popularity, performance measurement is criticized. In part, this criticism results from the limited knowledge of the conditions under which PI is purposefully used by politicians. We conducted a survey experiment based on real PI with 1,240 politicians. We hypothesized that PI has a positive impact on performance information use (PIU) when PI is benchmarked with coercive, mimetic or normative pressures. Moreover, due to negativity bias we expected this positive impact to be stronger when PI signals low performance. We found that normative pressures had a positive impact on actual PIU while coercive pressures positively affected intended PIU. Negativity bias is only relevant when linked to coercive pressures and intended PIU for analysing the organization's finances. 相似文献
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This article offers a first academic evaluation of the Special Demonstration Squad and the National Public Order Intelligence Unit, two British undercover police units working for the Metropolitan Police Service at different times between 1968 and 2011. It provides a historical overview of their infiltration of political groups involved in protest for the purpose of gathering criminal and political intelligence aimed at preventing violence, public disorder, and subversion. It discusses the controversies surrounding these units, and the related institutional responses, and offers an attempt at understanding their operations within the remit of intelligence-led policing and against a political culture that prioritizes action over inaction in reducing risks and threats to the State and society. 相似文献
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H. George Frederickson Gary Alan Johnson Curtis Wood 《Public administration review》2004,64(3):320-330
Using historical and numerical analysis and the five-part schema, this study finds that over the past 50 years structural modifications and adaptations by American cities have generally followed the standard S curve of the diffusion of innovation. In tests of Kaufman's and Hirshman's theories of epochs of change from representativeness to administrative efficiency, this study determines that mayor-council cities have, in a standard innovation diffusion S curve, adopted many of the key features of council-manager cities, increasing their administrative efficiency. At the same time, council-manager cities, again in an S curve, have adopted many of the key features of mayor-council cities, increasing their political responsiveness. Fewer cities are now either distinctly mayor-council or council-manager in form, and most cities are structurally less distinct, constituting a newly merged or hybrid model of local government—the type III city. 相似文献
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