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Performance pay and corporate structure in UK firms

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  • Conyon, Martin
  • Peck, Simon
  • Read, Laura

Abstract

This paper documents the incidence of modern pay practices in UK companies. In particular we show that share-based compensation schemes have grown in popularity and are now in operation in half our sample of companies. The results also reveal three quarters of companies operating individual performance related pay schemes and a large growth in the incidence of skill and team-based pay. We combine this analysis with results showing that, despite some theoretical reasons for thinking otherwise, large firms are more likely to adopt these modern pay practices, and show that such adoption is also linked with significant organisational design change through delayering.

Suggested Citation

  • Conyon, Martin & Peck, Simon & Read, Laura, 2001. "Performance pay and corporate structure in UK firms," European Management Journal, Elsevier, vol. 19(1), pages 73-82, February.
  • Handle: RePEc:eee:eurman:v:19:y:2001:i:1:p:73-82
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    References listed on IDEAS

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    1. Eric von Hippel, 1994. ""Sticky Information" and the Locus of Problem Solving: Implications for Innovation," Management Science, INFORMS, pages 429-439.
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    Cited by:

    1. Kauhanen, Antti & Piekkola, Hannu, 2002. "Profit Sharing in Finland: Earnings and Productivity Effects," Discussion Papers 817, The Research Institute of the Finnish Economy.
    2. Knockaert, Mirjam & Bjornali, Ekaterina S. & Erikson, Truls, 2015. "Joining forces: Top management team and board chair characteristics as antecedents of board service involvement," Journal of Business Venturing, Elsevier, vol. 30(3), pages 420-435.

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