The Relationship Between Risk, Incentive Pay, and Organizational Performance

In this study we extend agency based research by examining the role of risk in the structure of managerial compensation and its relationship to organization performance. Our results suggest that organizations facing higher risk do not place greater emphasis on short term incentives, they place less emphasis on it. Also, higher risk firms which rely on incentive pay exhibited poorer performance than high risk firms which de-emphasize incentive pay

Equity and economic theory: reflections on methodology and scope

This paper provides an introduction to the recent literature on ordinal distributive justice. Its objetive is to explain the process of the mathematical analysis of fairness and to consider its potential for solving real allocative problems by means of several illustrative examples

Incentives-Based Mechanism for Efficient Demand Response Programs

In this work we investigate the inefficiency of the electricity system with strategic agents. Specifically, we prove that without a proper control the total demand of an inefficient system is at most twice the total demand of the optimal outcome. We propose an incentives scheme that promotes optimal outcomes in the inefficient electricity market. The economic incentives can be seen as an indirect revelation mechanism that allocates resources using a one-dimensional message space per resource to be allocated. The mechanism does not request private information from users and is valid for any concave customer's valuation function. We propose a distributed implementation of the mechanism using population games and evaluate the performance of four popular dynamics methods in terms of the cost to implement the mechanism. We find that the achievement of efficiency in strategic environments might be achieved at a cost, which is dependent on both the users' preferences and the dynamic evolution of the system. Some simulation results illustrate the ideas presented throughout the paper.Comment: 38 pages, 9 figures, submitted to journa

Using Ownership as an Incentive: Does the Too Many Chiefs Rule Apply in Entrepreneurial Firms?

Agency theory is used to develop hypotheses regarding the effects of ownership proliferation on firm performance. We examine the effects of CEO ownership, executive team ownership, and all employee ownership, in addition to the moderating effect of risk, on firm survival and stock price. Firms with low CEO ownership outperform those with high levels of CEO ownership across all levels of risk, but the effect is most pronounced for low risk firms. Executive team ownership is negatively related to firm performance, while ownership for all employees is positively associated with firm performance particularly for higher risk firms

Economic Incentives and Social Preferences: A Preference-based Lucas Critique of Public Policy

Policies and explicit private incentives designed for self-regarding individuals sometimes are less effective or even counterproductive when they diminish altruism, ethical norms and other social preferences. Evidence from 51 experimental studies indicates that this crowding out effect is pervasive, and that crowding in also occurs. A model in which self-regarding and social preferences may be either substitutes or complements is developed and evidence for the mechanisms underlying this non-additivity feature of preferences is provided. The result is a preference-based analogue to the Lucas Critique restricting feasible implementation to allocations that are supportable given the effect of incentives on preferences.public goods, behavioural experiments, social preferences, second best, motivational crowding, explicit incentives

An integrative model of the management of hospital physician relationships

Hospital Physician Relationships (HPRs) are of major importance to the health care sector. Drawing on agency theory and social exchange theory, we argue that both economic and noneconomic integration strategies are important to effective management of HPRs. We developed a model of related antecedents and outcomes and conducted a systematic review to assess the evidence base of both integration strategies and their interplay. We found that more emphasis should be placed on financial risk sharing, trust and physician organizational commitment

The Relationship Between Risk, Performance-Based Pay, and Organizational Performance

In this study, we argue that much of the recent agency-based research on performance based pay virtually omits the role of risk. This compensation research has predominantly taken the positive perspective and focused on the incentive properties of performance-based pay, thereby overlooking the important role that risk plays in normative formulations of agency theory (Holmstrom, 1979; Eisenhardt, 1989; Jensen & Meckling; 1976). Building on previous research, such as Beatty and Zajac (1994), we re-introduce risk by investigating its effects on the formation and outcomes of performance-based pay contracts. Specifically, our study examines both the main effects of risk on the structure of compensation contracts and the joint effects of risk and performance-based pay on firm performance. This study is based on data of incumbent managers from 356 companies over the period 1981 to 1988. Financial performance and market data were drawn from the CRSP and COMPUSTAT