Public Purpose in Taxation (Concluded)

1930 ◽  
Vol 18 (3) ◽  
pp. 241
Author(s):  
Breck P. McAllister
Keyword(s):  
Public Purpose

Public Purpose in International Law

2015 ◽  
Author(s):  
Pedro J. Martinez-Fraga ◽  
C. Ryan Reetz
Keyword(s):  
International Law ◽  
Public Purpose

The Concept of Public Purpose Terror in International Law

1975 ◽  
Vol 4 (2) ◽  
pp. 36-51 ◽  
Author(s):  
W. T. Mallison, Jr. ◽  
S. V. Mallison
Keyword(s):  
International Law ◽  
Public Purpose

Global goods in the structure of public purpose goods

2018 ◽  
Vol 0 (2(66)) ◽  
pp. 19-28
Author(s):  
Нanna Pylypenko ◽  
Vadym Horbanov
Keyword(s):  
Public Purpose

Character and Competence at the Top: Gerald Ford Becomes President and Pardons Richard Nixon

Public Voices ◽  
2017 ◽  
Vol 15 (1) ◽  
pp. 63
Author(s):  
Terry Newell
Keyword(s):  
Leadership Skills ◽  
Moral Character ◽  
Political Support ◽  
Trust In Government ◽  
The Public ◽  
Richard Nixon ◽  
Public Purpose ◽  
Approval Rating ◽  
Public Approval ◽  
Public Leaders

On August 9,1974, Gerald Ford took the oath as president when Richard Nixon resigned in the wake of Watergate.   Ford's inaugural remarks and the actions that followed, aimed at restoring trust in government and gaining the legitimacy he needed to confront national problems, rested on both his character and his leadership talent.  His public approval rating soared.  Thirty-one days later, Ford spoke to the nation again, announcing his pardon of the disgraced former president.  That speech and the actions connected to it also depended on Ford's character and leadership skills.  Yet, his approval plummeted, dooming his prospects to win the 1976 election. This one-month period offers important lessons for public leaders who want to both be good and do good.  Ford succeeded in the first speech and failed in the second.   The ability to articulate a transcendent public purpose, persuade the public in a compelling way, and master the art of building political support proved decisive in both cases.   Also decisive was his character and the way he sought to call forth the moral character of the nation.   

scholarly journals How America’s Corporations Lost their Public Purpose, and How it Might be (Partially) Restored

2020 ◽  
Vol 0 (0) ◽  
Author(s):  
David Ciepley
Keyword(s):  
Corporate Control ◽  
Historical Process ◽  
Business Corporation ◽  
Public Benefits ◽  
Public Purpose ◽  
Present Essay ◽  
The U.S

AbstractIn honor of Lynn Stout’s efforts to better suit the business corporation for the pursuit of long-term, publicly-beneficial purposes, the present essay reviews critically the historical process by which the corporation’s tie to public purposes—a precondition of the earliest grants of corporate powers to business enterprisers—was slowly severed. And it explores a form of corporate control, once widespread in the U.S. and easily revivable, that could partially restore corporate emphasis on public benefits—the foundation-controlled corporation.

Economics and the Public Purpose.

1974 ◽  
Vol 89 (2) ◽  
pp. 402
Author(s):  
Dave M. O'Neill ◽  
John Kenneth Galbraith
Keyword(s):  
The Public ◽  
Public Purpose

scholarly journals Founders, Families, and Futures: Perspectives on the Accountability of Australian Private Ancillary Funds

2017 ◽  
Vol 46 (4) ◽  
pp. 747-771 ◽  
Author(s):  
Alexandra Williamson ◽  
Belinda Luke ◽  
Diana Leat ◽  
Craig Furneaux
Keyword(s):  
Conceptual Framework ◽  
Public Reporting ◽  
Public Disclosure ◽  
Strong Growth ◽  
The Past ◽  
Public Purpose ◽  
Internal Reasons ◽  
Nonprofit Accountability ◽  
Depth Interviews ◽  
Philanthropic Foundation

This research explores perspectives on the accountability of Private Ancillary Funds (PAFs), a type of Australian endowed philanthropic foundation. PAFs are relatively new giving structures that have experienced strong growth over the past 15 years. With limited regulatory obligations and exemptions available from public reporting, PAFs have discretion in various forms of public accountability. Using Ebrahim’s conceptual framework of nonprofit accountability, this study explores PAF accountability in terms of to whom, for what, how, and why, examining tensions between PAFs’ private form and public purpose. Through in-depth interviews with managers and trustees of 10 PAFs, findings reveal that PAFs engage in accountability for internal reasons relating to their mission and purpose, and their desire to lead others in philanthropy. PAFs are influenced by philanthropic peers, in particular other PAFs; but their accountability does not necessarily include public disclosure or transparency. Four variations to Ebrahim’s accountability framework are proposed.

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