Claude Montmarquette (Université de Montréal - Département de Sciences Economique - Université de Montréal) Jean-Louis Rullière () (GATE - Groupe d'analyse et de théorie économique - CNRS : UMR5824 - Université Lumière - Lyon II - Ecole Normale Supérieure Lettres et Sciences Humaines) Marie-Claire Villeval (GATE - Groupe d'analyse et de théorie économique - CNRS : UMR5824 - Université Lumière - Lyon II - Ecole Normale Supérieure Lettres et Sciences Humaines) Romain Zeiliger (GATE - Groupe d'analyse et de théorie économique - CNRS : UMR5824 - Université Lumière - Lyon II - Ecole Normale Supérieure Lettres et Sciences Humaines)
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After a merger, company officials face the challenge to uniform compensation schemes and to redesign teams with managers originating from different incentives and working habits. In this paper, we offer a new way to investigate in post-merger the relationship between executive pay and performance, allowing to dissociate the respective influence of shifts occurring both in compensation incentives and in team composition. The results of a real effort experiment conducted with managers within a large pharmaceutical company show that not only changes in compensation incentives affect performance but also that both managers’ past compensation schemes and company cultures matter for cooperation. The efficiency of a new compensation package is conditional on the reshuffling of teams and the past of incentives within the new teams.
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Paper provided by HAL in its series Post-Print with number
halshs-00178471_v1.
Length: Date of creation: Dec 2002 Date of revision: Handle: RePEc:hal:journl:halshs-00178471_v1
Note: View the original document on HAL open archive server: http://halshs.archives-ouvertes.fr/halshs-00178471/en/ Contact details of provider: Web page: http://hal.archives-ouvertes.fr/
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