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Why are Small Firms Different? Managers' Views

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  • Jonas Agell

Abstract

Do incentives differ between large and small organizations? Results from a representative survey of compensation managers are used to shed light on the issues. I find that (i) small establishments rely less on pecuniary incentives, and have a significantly more hostile attitude towards incentive schemes based on competition and relative rewards; (ii) large units are more vulnerable to mechanisms of efficiency wages, effects that remain even after controlling for differences in monitoring ability; (iii) large units are more prone to indicate that negative reciprocity is important, and that their employees care about relative pay. I argue that these findings fit with behavioral stories of incentives and motivation, in particular those stressing group interaction effects, inequity aversion and gift exchange. Copyright The editors of the "Scandinavian Journal of Economics", 2004 .

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Bibliographic Info

Article provided by Wiley Blackwell in its journal The Scandinavian Journal of Economics.

Volume (Year): 106 (2004)
Issue (Month): 3 (October)
Pages: 437-452

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Handle: RePEc:bla:scandj:v:106:y:2004:i:3:p:437-452

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Cited by:
  1. HansK. Hvide, 2009. "The Quality of Entrepreneurs," Economic Journal, Royal Economic Society, Royal Economic Society, vol. 119(539), pages 1010-1035, 07.
  2. Ana Ferrer & Stephanie Lluis, . "Should Workers Care About Firm Size?," Working Papers, Human Resources and Labor Studies, University of Minnesota (Twin Cities Campus) 0204, Human Resources and Labor Studies, University of Minnesota (Twin Cities Campus).
  3. James Zuccollo & Sholeh Maani & Bill Kaye-Blake & Lulu Zeng, 2013. "Private Returns to Tertiary Education - How Does New Zealand Compare to the OECD?," Treasury Working Paper Series 13/10, New Zealand Treasury.
  4. Pedro Rey-Biel, 2007. "Inequity Aversion and Team Incentives," Working Papers 319, Barcelona Graduate School of Economics.
  5. Christian Cordes & Peter J. Richerson & Georg Schwesinger, 2009. "How Corporate Cultures Coevolve with the Business Environment: The Case of Firm Growth Crises and Industry Evolution," Papers on Economics and Evolution 2009-21, Philipps University Marburg, Department of Geography.
  6. Carlsson, Fredrik & Johansson-Stenman, Olof, 2009. "Voting Motives, Group Identity, and Social Norms," Working Papers in Economics 366, University of Gothenburg, Department of Economics.
  7. Englmaier, Florian & Wambach, Achim, 2010. "Optimal incentive contracts under inequity aversion," Games and Economic Behavior, Elsevier, vol. 69(2), pages 312-328, July.
  8. Robert Dur & Arjan Non & Hein Roelfsema, 2009. "Reciprocity and Incentive Pay in the Workplace," SOEPpapers on Multidisciplinary Panel Data Research 177, DIW Berlin, The German Socio-Economic Panel (SOEP).
  9. Alexander Schiersch, 2013. "Firm size and efficiency in the German mechanical engineering industry," Small Business Economics, Springer, Springer, vol. 40(2), pages 335-350, February.
  10. Robert Dur & Amihai Glazer, 2004. "Optimal Incentive Contracts For a Worker Who Envies His Boss," CESifo Working Paper Series 1282, CESifo Group Munich.
  11. Aronsson, Thomas & Johansson-Stenman, Olof, 2011. "Animal Welfare and Social Decisions," Working Papers in Economics 485, University of Gothenburg, Department of Economics.
  12. Johansson-Stenman, Olof, 2006. "Who Are the Trustworthy, We Think?," Working Papers in Economics 222, University of Gothenburg, Department of Economics.
  13. Yang, Sheng-Ping & DeBeaumont, Ronald, 2010. "Pay as incentive or pay as reward? The case of Taiwan," Journal of Asian Economics, Elsevier, vol. 21(1), pages 76-86, February.

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