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A substantial part of airports’ revenues relates to charges covering the costs of services supplied by the airport. Charges are imposed on carriers, which in turn pass them or a percentage of them, on to passengers. In the present chapter, special attention is given to regional airports characterized by low traffic volumes, enabling only one or a few carriers to serve each destination. A classic economic model is presented to analyze how the pass-on rate depends on supply and demand characteristics and market structure. Some illustrative examples assuming combinations of common specifications for market characteristics are also presented, showing pass-on rates ranging from 50% to more than 100%. Consequently, market structure and characteristics of carriers and passengers are decisive for how passengers experience changes in airport charges. The differences between the optimal charge from the perspectives of the airport and the welfare of society are specifically addressed. It is demonstrated that knowledge of the pass-on rate in the monopoly cases may be sufficient to infer how the mark-up will be affected by a change in marginal costs. Consequently, the understanding of the pass-on rate is relevant for airport owners and for decision-makers when considering the welfare of passengers and other politically stated goals.

Lewbel and Pendakur (2009) developed the idea of implicit Marshallian demands. Implicit Marshallian demand systems allow the incorporation of both unobserved preference heterogeneity and complex Engel curves into consumer demand analysis, circumventing the standard problems associated with combining rationality with either unobserved heterogeneity or high rank in demand (or both). They also developed the exact affine Stone index (EASI) implicit Marshallian demand system wherein much of the demand system is linearised and thus relatively easy to implement and estimate. This chapter offers a less technical introduction to implicit Marshallian demands in general and to the EASI demand system in particular. I show how to implement the EASI demand system, paying special attention to tricks that allow the investigator to further simplify the problem without sacrificing too much in terms of model flexibility. STATA code to implement the simplified models is included throughout the text and in an appendix.

Spending constraints in state budgets have resulted in a need to evaluate the effects of alternative budgeting techniques. We study public school administrations, where improvements in budgetary processes could help align system goals with reduced levels of funding. A budgeting technique, called strategic budgeting (SB), emphasizing information symmetry and mutual monitoring, is investigated in a nonprofit setting by comparing it to a traditional budgeting (TB) method. The experiment finds that the effect of reduced spending previously discovered in a corporate setting are also evident in a not-for-profit setting. Results indicated an overall cost savings with SB of almost 25 percent. Public school administrators made spending decisions in a hypothetical three-year task and provided comments to justify their decisions. These comments along with anecdotal evidence from prior field research indicate that collaborative characteristics in a budget format may reduce unnecessary spending.

This chapter presents two optimization multicriteria models (bi and triple objective) using a lexicographic approach. Solved models are formulated as assignment of workers to different jobs or services of a real hospital, taking into account the available budget and requirements of each job. Presented problems have been solved using AMPL programming language with solver CPLEX v9.1, with the use of branch and bound method for mixed integer mathematical programming.

In recent years, a growing number of libraries have canceled or unbundled their “Big Deal” journal subscriptions – those subscriptions that include a full package of digital journal titles for one discounted cost. This started as an affordability problem but has slowly morphed into a challenge from libraries demanding a new pricing structure that accommodates and spurs the growing open access movement.

The change has caused a variety of challenges for technical services units including the increased need for user data, increasingly complicated workflows as they manage partial subscriptions, new interactions with consortia, and ongoing campus conversations. Whether the library is seeking to simply unbundle due to budget constraints, or push for new models such as “read and publish”, there is a tremendous impact on the work of technical services units.

This chapter will explore the rationale and growth of the Big Deal, how it is breaking, four case studies on breaking Big Deals, a brief discussion of new transformative agreements, new challenges for consortia, and implications for technical services units moving forward.

This study uses a path analytic model to investigate the influence of fairness (i.e., procedural fairness, distributive fairness, and interactional fairness) on managers’ budget satisfaction and the influence of managers’ budget satisfaction on budget performance. To this end, data from 92 U.S. individual managers are used for the study. The results show that fairness perceptions have a significant positive impact on budget satisfaction which, in turn, positively affects budget performance. Further analyses indicate that budget satisfaction mediates the relationship between fairness measures and budget performance. The implications, limitations, and directions for future research are discussed.

This study examines how leadership style, budget participation, and perceptions of budgetary fairness influence an important employee outcome, organizational commitment. In the proposed model, the leadership style of the superior, specifically consideration, is linked to subordinate participation in the budgeting process. Both leadership style and budget participation, in turn, influence employee beliefs about budgetary fairness, that is, beliefs concerning the procedural and distributive justice of the budgeting system. Finally, the justice of the budgeting system and its antecedents (leadership and budget participation) affect organizational commitment. Results from a survey of supervisors and managers in several firms support the proposed model.

This chapter is intended to address efforts to improve management control systems and processes, including budgeting, accounting and reporting, within the context of a responsibility framework in government. The theory of management control is explored and then management control reform in the U.S. federal government is assessed in terms of progress towards meeting the objectives of the theoretical model. Then, the U.S. experience is compared with the efforts to reform management control in Italian local governments.

In 1998 and 1999, the Office of Student Financial Assistance of the Department of Education and the Patent and Trademark Office of the Department of Commerce, were designated as Performance-Based Organizations (PBOs), respectively. This paper examines the transformation progress of the agencies, as they attempt to convert to high-performing organizations by utilizing and establishing new and more flexible systems of performance-oriented business practices and processes.

The paper compares and contrasts the different approaches and tools used to improve management and organizational performance, as well as concentrate on human resources, procurement, budget, customer service, and internal controls. The document explores whether or not these agencies have improved their performance as a result of these flexibilities and examines the organizational and cultural challenges encountered as the agencies move from a restrictive and bureaucratic system, to a more liberal system of management and internal controls.

The Performance-Based Organizations (PBOs) concept is to have federal agencies focus on the customer, deliver high quality products, and devise more efficient operations. Therefore, the paper further examines whether or not the PBO legislation has been effective in changing the performance of federal organizations by granting administrative and managerial flexibilities aligned with corporate (agency) strategies, performance, and pay.