Post by arfanho7 on Feb 24, 2024 2:46:12 GMT -5
Moreover although individual and other experience act as substitutes prior to negative news the two types of experience act as complements following the negative announcement—leading to even greater use of the same production tool. Two controlled lab studies replicate our main findings and show that behavioral biases not rational expectations drive the effect.
Our research contributes not only to operations management research but also to the practice of healthcare and operations more generally. Paper Information Full Working Paper Text pdf Through the Grapevine Network Effects on the Design of Executive Compensation Contracts by Susanna for a CEO is a complex Egypt WhatsApp Number List task with many variables and uncertainties. While in principle the structure of executive compensation should be directed to aligning the goals of the executive with the strategic goals of the firm the adoption of common models of compensation may tilt the compensation structure away from this alignment.
It is thus important to identify the drivers of compensation similarity across firms. In this paper the author identifies such drivers – above and beyond known economic and governance characteristics of the firm – by providing evidence that firms connected through board networks or hiring common compensation consultants exhibit greater similarity in the structure of CEO compensation. At the same time however different networks influence different aspects of the compensation design.
Our research contributes not only to operations management research but also to the practice of healthcare and operations more generally. Paper Information Full Working Paper Text pdf Through the Grapevine Network Effects on the Design of Executive Compensation Contracts by Susanna for a CEO is a complex Egypt WhatsApp Number List task with many variables and uncertainties. While in principle the structure of executive compensation should be directed to aligning the goals of the executive with the strategic goals of the firm the adoption of common models of compensation may tilt the compensation structure away from this alignment.
It is thus important to identify the drivers of compensation similarity across firms. In this paper the author identifies such drivers – above and beyond known economic and governance characteristics of the firm – by providing evidence that firms connected through board networks or hiring common compensation consultants exhibit greater similarity in the structure of CEO compensation. At the same time however different networks influence different aspects of the compensation design.