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Strategic orientations, incentive plan adoptions, and firm performance: evidence from electric utility firms

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  • Nandini Rajagopalan

Abstract

This study examines the performance implications of the fit between strategic orientations and incentive plan characteristics. Research hypotheses are based on a framework that draws upon managerial discretion and agency theories to identify the links between firm strategy, managerial motivation and control, managerial risk‐bearing, and incentive plan characteristics. A pooled cross‐sectional, time series research design is used to test hypotheses in a sample of 50 electric utility firms. Consistent with theory, results indicate that annual bonus plans that use cash incentives and accounting measures of performance lead to better performance among firms with Defender strategic orientations. In contrast, firms with Prospector strategic orientations realize performance benefits when they adopt stock‐based incentive plans and use market measures to evaluate managerial performance. © 1997 John Wiley & Sons, Ltd.

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  • Nandini Rajagopalan, 1997. "Strategic orientations, incentive plan adoptions, and firm performance: evidence from electric utility firms," Strategic Management Journal, Wiley Blackwell, vol. 18(10), pages 761-785, November.
    • Handle: RePEc:bla:stratm:v:18:y:1997:i:10:p:761-785
    DOI: 10.1002/(SICI)1097-0266(199711)18:103.0.CO;2-2
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    Cited by:

    1. Christian Grund & Tanja Hofmann, 2019. "The dispersion of bonus payments within and between firms," Journal of Business Economics, Springer, vol. 89(4), pages 417-445, June.
    2. Sheng, Yan & Huang, Zhixiong & Liu, Chen & Yang, Zhiqing, 2019. "How does business strategy affect wage premium? Evidence from China," Economic Modelling, Elsevier, vol. 83(C), pages 31-41.
    3. Dante I. Leyva-de la Hiz & Vera Ferron-Vilchez & J. Alberto Aragon-Correa, 2019. "Do Firms’ Slack Resources Influence the Relationship Between Focused Environmental Innovations and Financial Performance? More is Not Always Better," Journal of Business Ethics, Springer, vol. 159(4), pages 1215-1227, November.
    4. Dongmin Kong & Xiandong Yang & Chen Liu & Wei Yang, 2020. "Business strategy and firm efforts on environmental protection: Evidence from China," Business Strategy and the Environment, Wiley Blackwell, vol. 29(2), pages 445-464, February.
    5. Yuan Yuan & Louise Yi Lu & Gaoliang Tian & Yangxin Yu, 2020. "Business Strategy and Corporate Social Responsibility," Journal of Business Ethics, Springer, vol. 162(2), pages 359-377, March.
    6. Yan Ling & Zeki Simsek & Michael Lubatkin & John F. Velga, 2008. "Transformational Leadership's Role in Promoting Corporate Entrepreneurship : Examining the CEO - TMT Interface," Post-Print hal-02276697, HAL.
    7. Chih‐Wei Peng, 2020. "The role of business strategy and CEO compensation structure in driving corporate social responsibility: Linkage towards a sustainable development perspective," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 27(2), pages 1028-1039, March.
    8. Asiri, Mohammed & Al-Hadi, Ahmed & Taylor, Grantley & Duong, Lien, 2020. "Is corporate tax avoidance associated with investment efficiency?," The North American Journal of Economics and Finance, Elsevier, vol. 52(C).
    9. Greiner, Michael & Lee, Jaegul, 2020. "A supply-side approach to corporate political activity: Performance consequences of ideologically driven CPA," Journal of Business Research, Elsevier, vol. 115(C), pages 25-37.
    10. Ahsan Habib & Mostafa Monzur Hasan, 2020. "Business strategies and annual report readability," Accounting and Finance, Accounting and Finance Association of Australia and New Zealand, vol. 60(3), pages 2513-2547, September.

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