ERN: Other Organizations & Markets: Motivation & Incentives (Topic)最新文献

{"title":"Compliance, Compensation and Corporate Wrongdoing","authors":"Karl Hofstetter, Eugene F. Soltes, Reinier H. Kraakman","doi":"10.2139/SSRN.3373718","DOIUrl":"https://doi.org/10.2139/SSRN.3373718","url":null,"abstract":"Numerous high profile cases across industries and jurisdictions, including Wells Fargo, Siemens, Volkswagen, BP or Google, indicate that legal compliance remains a significant corporate governance challenge around the world. Ever increasing fines have become the standard response to all types of misconduct by corporations and their agents. Are they the appropriate answer to the compliance challenge? Are there superiour ways to rein in corporations? What can academic research contribute to this debate? An international Roundtable among academics, regulators and practitioners, which was organized at Harvard Law School in May 2018, discussed these and several related questions. The conclusions from this debate suggest a three-pronged way forward: (i) Companies need to keep finetuning their compliance organizations and toolkits by, e.g., systematically measuring the effectiveness of compliance efforts and specifically linking compensation policies to compliance; (ii) regulators and prosecutors need to give more weight to incentivizing corporate compliance around the world by, e.g., adding a properly-designed compliance defense to their fining policies; and (iii) academics need to put compliance as a serious topic on their research agendas with a view to developing meaningful guidance to companies and governments, as they have been doing for some time in other corporate governance areas.","PeriodicalId":215232,"journal":{"name":"ERN: Other Organizations & Markets: Motivation & Incentives (Topic)","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133643422","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Performance-Vesting Provisions in Executive Compensation","authors":"J. Bettis, John M. Bizjak, Jeffrey L. Coles, Swaminathan L. Kalpathy","doi":"10.2139/ssrn.2289566","DOIUrl":"https://doi.org/10.2139/ssrn.2289566","url":null,"abstract":"The usage of performance-vesting (p-v) equity awards to top executives in large U.S. companies has grown from 20 to 70 percent from 1998 to 2012. We measure the effects of p-v provisions on value, delta, and vega of equity-based compensation. We find large differences in the value of p-v awards reported in company disclosures versus economic value. We also find that equity-based grants continue to convey significant compensation convexity (vega) after ASC 718 (2005) and that, counter to recent claims in the literature, our analysis empirically reaffirms the presence of a causal relation between compensation convexity (vega) and firm risk.","PeriodicalId":215232,"journal":{"name":"ERN: Other Organizations & Markets: Motivation & Incentives (Topic)","volume":"187 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115517970","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Bifurcated Effects of Place‐Of‐Origin Diversity on Individual and Team Performance: Evidence from Ten Seasons of German Soccer","authors":"Avner Ben-Ner, J. Licht, J. Park","doi":"10.1111/irel.12188","DOIUrl":"https://doi.org/10.1111/irel.12188","url":null,"abstract":"How does diversity affect performance? We develop a theoretical framework in which diversity of prevention employees (protecting the organization from harm) and of promotion employees (advancing positive outcomes) have different effects on individual and organizational performance. We use data for twenty‐eight soccer teams and 1723 players that played in 6120 games during ten seasons and find that diversity of defensive (prevention) players has a positive effect on player and team performance whereas the opposite holds for offensive (promotion) players. Joint tenure of offensive players tends to amplify these effects.","PeriodicalId":215232,"journal":{"name":"ERN: Other Organizations & Markets: Motivation & Incentives (Topic)","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127060623","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Monetary and Non-Monetary Incentives in Real-Effort Tournaments","authors":"Nisvan Erkal, Lata Gangadharan, Boon Han Koh","doi":"10.2139/ssrn.3035906","DOIUrl":"https://doi.org/10.2139/ssrn.3035906","url":null,"abstract":"Results from laboratory experiments using real-effort tasks provide mixed evidence on the relationship between monetary incentives and effort provision. To examine this issue, we design three experiments where subjects participate in two-player real-effort tournaments with two prizes. Experiment 1 shows that subjects exert high effort even if there are no monetary incentives, suggesting that non-monetary incentives are contributing to their effort choices. Moreover, increasing monetary incentives does not result in higher effort provision. Experiment 2 shows that the impact of non-monetary incentives can be reduced by providing subjects with the option of leaving the laboratory early, using an incentivized timeout button, or working on an incentivized alternative activity. Experiment 3 revisits the relationship between monetary incentives and effort provision using the insights from Experiment 2. Using a design with an incentivized alternative activity, we show that participants increase effort in response to monetary incentives. Taken together, the findings from the three experiments suggest that results from real-effort tasks require a careful evaluation and interpretation of the motivations underlying the observed performance.","PeriodicalId":215232,"journal":{"name":"ERN: Other Organizations & Markets: Motivation & Incentives (Topic)","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114722460","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Influence of Modern Business Environment on Management Changes","authors":"K. Buntak, Ivana Martinčević, Maja Mutavdžija","doi":"10.2139/ssrn.3282594","DOIUrl":"https://doi.org/10.2139/ssrn.3282594","url":null,"abstract":"The business environment that is characterized by the dynamics of change has had a significant impact in the development of scientific thinking in the field of management from the beginning of the nineteenth century until today. In the 1950s, modern theories and management concepts were developed as a response to the demands of a new business environment. That particular feature, as well as the way in which its influence is accepted, enables them a potential application and importance even in a modern business environment. But, on the other hand, there are great differences between the environment in the world of the 1950s, when modern management theory appear, and the world and the environments that today are. Globalization, internationalization, virtual economy, and smart cities are just some of the features that are changing the contemporary environment and the world we live in, and which have a significant impact on the need for change and adaptation of traditional theories in business and management. The aim of the paper is to highlight the need for developing new theories and management concepts according to the problems that mangement and managers face today as the first as well as modern management theory has not been developed in accordance with today's business and general environment.","PeriodicalId":215232,"journal":{"name":"ERN: Other Organizations & Markets: Motivation & Incentives (Topic)","volume":"52 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116782445","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Coalfields Coffee: Where to Go?","authors":"G. Fairchild, Marc Johnson","doi":"10.2139/ssrn.3687478","DOIUrl":"https://doi.org/10.2139/ssrn.3687478","url":null,"abstract":"Gary and Renee Harris are a husband-and-wife team of entrepreneurs who are planning on opening a coffee shop in southwest Virginia. Gary has worked in food service and Renee has been a business manager for a small medical practice. They plan to rely on this experience and their passion for cooking to succeed. They intend to open a breakfast-and-lunch-focused casual restaurant—a coffee shop rather than a diner or full restaurant. In their home town of St. Paul, they do not believe there is sufficient traffic to support their endeavor. Instead, they are looking at three other possible locations. Each town has both advantages and disadvantages. They need to sign a lease soon, which means they need to decide where to locate. They have separately ranked the potential locations and, to their surprise, have done so in exactly the reverse order of each other. They now must reconcile their differences and explore what drove them to make such divergent evaluations. \u0000 \u0000Excerpt \u0000 \u0000UVA-ENT-0184 \u0000 \u0000Rev. Dec. 19, 2019 \u0000 \u0000Coalfields Coffee: Where to Go? \u0000 \u0000Introduction \u0000 \u0000Sitting at their kitchen table early one morning in 2011, Renee and Gary Harris agreed that they finally had almost everything in place: a solid business plan, a great network of suppliers, an appealing and well-priced menu, start-up capital from their own personal savings and friends-and-family investors, and what they thought was a good name: Coalfields Coffee. Now what they needed was a location. \u0000 \u0000The Harrises lived in southwestern Virginia in the town of St. Paul. They had both grown up in the area, gone away to college, built their careers, and raised a family out of the area. Now that their children were grown, they had decided it was time to follow their lifelong plan to come back home to St. Paul and start their own business. Gary had worked in food service for a large national wholesale company that sold to local hotels and restaurants, and Renee had been the business manager for a medical practice. They thought that with this experience and their passion for cooking, they could run a small restaurant. \u0000 \u0000. . .","PeriodicalId":215232,"journal":{"name":"ERN: Other Organizations & Markets: Motivation & Incentives (Topic)","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116715278","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Factors that Influences Motivations in Green Supply Chain Management Practices Towards Organization Performance","authors":"S. Shariff","doi":"10.2139/ssrn.2969821","DOIUrl":"https://doi.org/10.2139/ssrn.2969821","url":null,"abstract":"The purpose of this study is to understand influences nature of motivation in relating green supply chain management practices effects towards organization performance. Green Supply Chain Management (GSCM) is one of the recent innovations for the enhancement in organization capabilities in supply chain management. Not only that, green supply chain management is a progressively widely-diffused practice among companies that are seeking to improve their environmental performance. As such, green supply chain management is important in influencing the total environment impact of any organizations involved in supply chain activities. More importantly, green supply chain management can contribute to sustainability performance enhancement for organizations. In this paper, it will focus on the motivation factors that will influence organization performance through green supply chain management practices. Environmental factors will became one of the imperative element which it has been seen as an item to facilitate the organization performance in green supply chain management practices. For that purpose, this study utilizes survey data from organizations such as services, constructions and manufacturing industries in Malaysia. Through this study, 200 organizations had been distributed with questionnaire on the research topic. In the end, only 97 organizations from various industry in Malaysia had responded back the questionnaire and the data are used for this studies. Legitimization, Competitiveness and Concern for Environment were taken as the natures of motivations in green supply chain management practices towards organization performance. By applying multiple regression analysis, this study finds that the results revealed significant findings which indicated the impact of the legitimization in green supply chain management practices will influence organization performance. For supply chain practitioners, the results indicate that firms will likely to consider the green supply chain management practices when there is legitimization factors related in the practices.","PeriodicalId":215232,"journal":{"name":"ERN: Other Organizations & Markets: Motivation & Incentives (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129711043","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Incentives in Contests with Heterogeneous Solvers","authors":"Ersin Körpeoğlu, Soo-Haeng Cho","doi":"10.2139/ssrn.2575186","DOIUrl":"https://doi.org/10.2139/ssrn.2575186","url":null,"abstract":"In a contest in which heterogeneous solvers make effort to develop solutions, existing theories predict different outcomes about how solvers will change their effort levels as more participants compete for a prize. Specifically, one theory prescribes that when solvers are heterogeneous in their initial expertise, every solver will reduce effort with more participants due to a lower probability of winning the contest. In contrast, another theory prescribes that when solvers are heterogeneous in their costs of exerting effort, high-ability solvers raise their effort with more participants, while low-ability solvers reduce their effort; but it does not provide an explanation for such a prescription. Yet, a recent empirical study corroborates the prescription of the second theory. This paper presents a unifying model that encompasses both types of heterogeneity in solvers, and proves that the result prescribed by the second theory holds in the unifying model, suggesting that the first theory needs to be re-evaluated. Thus, we present the correct analysis of the first theory, and identify a second effect of increased competition on solvers' incentives: More solvers in a contest raise the expected best performance among other solvers, and hence solvers have positive incentives to exert higher effort to win the contest. Due to this positive effect that has been neglected in prior literature, we find that a free-entry open contest is more likely to be optimal to a contest organizer than what prior literature asserted.","PeriodicalId":215232,"journal":{"name":"ERN: Other Organizations & Markets: Motivation & Incentives (Topic)","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-12-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134093274","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"For Those Who Care: The Effect of Public Service Motivation on Sector Selection","authors":"Stephen B. Holt","doi":"10.2139/ssrn.2882912","DOIUrl":"https://doi.org/10.2139/ssrn.2882912","url":null,"abstract":"Public Service Motivation (PSM) theory suggests the alignment of values may explain sorting into public service work. Evidence suggests that people with high PSM cluster in government and nonprofit organizations. However, the reliance on cross-sectional data leaves open the question of whether observed patterns are the result of public and nonprofit organizations attracting and selecting high PSM people or cultivating PSM through socialization within the sector. Using data from the Education Longitudinal Study of 2002 (ELS:2002), this study analyzes the relationship between motivational bases, such as PSM and extrinsic motivation, and sorting into the public, for-profit, and nonprofit sectors. The results indicate that PSM, measured before labor market entry, significantly predicts the sector a person will select for employment. Moreover, the effect on sector selection does not operate through alternative predictors of sector employment, such as college completion. Rather, PSM predicts sorting into college majors in a manner consistent with sector sorting in the labor market. After empirically investigating the relationship between PSM and sector selection in the labor market, this paper discusses the implications of the results for future public management research and theory.","PeriodicalId":215232,"journal":{"name":"ERN: Other Organizations & Markets: Motivation & Incentives (Topic)","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123663820","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Tournament Group Identity and Performance: The Moderating Effect of Winner Proportion","authors":"K. Kelly, Adam Presslee","doi":"10.2139/ssrn.2312927","DOIUrl":"https://doi.org/10.2139/ssrn.2312927","url":null,"abstract":"Tournament incentives are common in organizations, and how characteristics of the tournament group (e.g., tournament group identity) and the tournament incentives (e.g., winner proportion) affect tournament performance are of both practical and theoretical importance. We conduct two experiments in which participants compete for tournament rewards against others in their group. In both experiments, we manipulate the strength of participants' identity with their fellow group members and whether the tournament has a small winner proportion with a single reward or a large winner proportion with multiple rewards. In Experiment 1, we find increasing tournament group identity leads to higher other-regarding preference. We also find other-regarding preference decreases competitiveness more in a large winner proportion tournament compared to a small winner proportion tournament. In Experiment 2, we find increasing tournament group identity decreases performance in a real-effort task under a large winner proportion tournament, but it has no effect on performance under a small winner proportion tournament. Together, the two experiments suggest that increasing tournament group identity increases other-regarding preference, and other-regarding preference has a larger negative impact on competitiveness and hence, tournament performance when the winner proportion is large than when it is small. Our results highlight for managers the importance of considering group identity when determining tournament winner proportions.","PeriodicalId":215232,"journal":{"name":"ERN: Other Organizations & Markets: Motivation & Incentives (Topic)","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133318030","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}