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Relative Performance Payment in Cooperatives – A Model-Theoretical Analysis


  • Zieseniss, Roland
  • Kuehl, Rainer


Governing the cooperatives’ management by payment systems turns out to be a non-trivial problem due to the specific characteristics of the legal structure. Evaluating the management’s performance is complicated by the business relations between members and their cooperative. A relative performance payment can make a significant contribution to the reduction of target inconsistencies between the members and the management of cooperatives. It is based on the idea that for evaluating the performance of a manager not only the company's results of its "own" company are used, but also the competitors’ or industry’s results. There are three advantages of a relative performance evaluation: • The inclusion of the results of other companies allows reducing systematic arising risks of the compensation scheme for the CEO. • The compensation scheme can include the cooperative’s profit for the evaluation of the market success and a comparison of the purchase prices for the members´ products in order to measure the member value. This will lead the CEO’s decisions and labor effort toward members´ aims. • The members can use the compensation scheme as a strategic variable to reduce competition intensity between the cooperatives. The paper considers the incentive characteristics of linear contracts based on relative performance evaluation for CEOs under the specific requirements of cooperatives. The analysis includes a comparison of different compensation schemes and their utility for cooperatives in several market scenarios.

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  • Zieseniss, Roland & Kuehl, Rainer, 2013. "Relative Performance Payment in Cooperatives – A Model-Theoretical Analysis," 2013 Conference (57th), February 5-8, 2013, Sydney, Australia 152162, Australian Agricultural and Resource Economics Society.
  • Handle: RePEc:ags:aare13:152162

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    References listed on IDEAS

    1. Brent Hueth & Philippe Marcoul, 2009. "Incentive Pay for CEOs in Cooperative Firms," American Journal of Agricultural Economics, Agricultural and Applied Economics Association, vol. 91(5), pages 1218-1223.
    2. Richards, Timothy J. & Klein, Kurt K. & Walburger, Allan M., 1998. "Principal-Agent Relationships in Agricultural Cooperatives: An Empirical Analysis from Rural Alberta," Journal of Cooperatives, NCERA-210, vol. 13.
    3. Nolting Christian & Bornemann Sven, 2011. "Die Eignung von DCF-Verfahren zur Bewertung von Genossenschaften," Zeitschrift für das gesamte Genossenschaftswesen, De Gruyter, vol. 61(2), pages 153-168, June.
    4. Lambert, Richard A., 2001. "Contracting theory and accounting," Journal of Accounting and Economics, Elsevier, vol. 32(1-3), pages 3-87, December.
    5. H. Christopher Peterson & Bruce L. Anderson, 1996. "Cooperative strategy: Theory and practice," Agribusiness, John Wiley & Sons, Ltd., vol. 12(4), pages 371-383.
    6. Murphy, Kevin J., 1999. "Executive compensation," Handbook of Labor Economics,in: O. Ashenfelter & D. Card (ed.), Handbook of Labor Economics, edition 1, volume 3, chapter 38, pages 2485-2563 Elsevier.
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    Cooperative Governance; compensation schemes; relative performance payment; Cournot model; Demand and Price Analysis; Productivity Analysis; Research Methods/ Statistical Methods;

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