Thesis (Ph. D.)--University of Chicago, Dept. of Economics, August 2002. / Includes bibliographical references. Also available on the Internet.

The 1976 Tax Reform Act made many changes in the taxation of estate and gift transfers. Previously gifts and estates were taxed separately and the gift tax rate was 75 percent of the estate tax rate; and there was a $30,000 exemption for gifts and a $60,000 exemption for estate transfers. Under the new law the exemptions were repealed and replaced with a unified credit against the tax; and the tax on estate and gift transfers was combined into one increasing rate schedule. Under the prior law, deathbed gifts were advantageous because the gift tax paid on the transfer was excluded from the taxable estate but was allowed as a credit against the estate tax since gifts within three years of the date of death were included in the gross estate unless the estate could demonstrate that the gifts were not made in contemplation of death. Under the new law, gift taxes paid on transfers which occur within three years of the date of death are included in the taxable estate.

Indiana University-Purdue University Indianapolis (IUPUI) / This dissertation argues that the Edison Institute (presently known as The Henry Ford in Dearborn, Michigan) survived internal and external challenges through the evolution of the Ford family’s leadership and the organization’s funding strategy. Following Henry Ford’s death, the museum complex relied upon the Ford Foundation and the Ford Motor Company Fund as its sole means of philanthropic support. These foundations granted the Edison Institute a significant endowment, which it used to sustain its facilities in conjunction with its inaugural fundraising program. Navigating a changing legal, corporate, and philanthropic landscape in Detroit and around the world, the Ford family perpetuated Henry Ford’s legacy at the Edison Institute with the valuable guidance of executives and staff of their corporation, foundation, and philanthropies. Together they transitioned the Edison Institute into a sustainable and public nonprofit organization by overcoming threats related to the deaths of two generations of the Ford family, changes in the Edison Institute’s administration and organizational structure, the reorganization of the Ford Foundation, the effects of the Tax Reform Act of 1969, and legal complications due to overlap between the Fords’ corporate and philanthropic interests. The Ford family provided integral leadership for the development and evolution of the Edison Institute’s funding strategy and its relationship to their other corporate and philanthropic enterprises. The Institute’s management and funding can be best understood within the context of philanthropic developments of the Ford family during this period, including the formation of the Ford Foundation’s funding and concurrent activity.   This dissertation focuses on the research question of how the Edison Institute survived the Ford family’s evolving philanthropic strategy to seek a sustainable funding and management structure. The work examines its central research question over multiple chapters organized around the Ford family’s changing leadership at the Edison Institute, the increase of professionalized managers, and the Ford’s use of their corporation and philanthropies to provide integral support to the Edison Institute. In order to sustain the Edison Institute throughout the twentieth century, it adapted its operations to accommodate Henry Ford’s founding legacy, its legal environment, and the evolving practice of philanthropy in the United States.