Compensation Planning at Stanford University in the 21st Century
Mary Margaret Frank
University of Virginia - Darden School of Business
This case involves a hypothetical situation in which two business professors propose a deferred-compensation plan to the president of Stanford University after the passage of the Economic Growth and Reconciliation Act of 2001. The case has three unique aspects that enhance the students' learning experience: (1) it provides a realistic setting for students to analyze optimal compensation arrangements for tax purposes for various parties; (2) it provides an opportunity to discuss the political costs of tax planning, including scrutiny from the press, internal conflicts, and governmental reactions; (3) it provides an opportunity to discuss tax planning in a not-for-profit setting and to compare it with a for-profit setting.
Number of Pages in PDF File: 15
Keywords: negotiation, nonprofit organizations
Date posted: October 21, 2008
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