DP6107 Incentives and Managerial Experience in Multi-Task Teams: Evidence from Within a Firm
|Author(s):||Rachel Griffith, Andrew Neely|
|Publication Date:||February 2007|
|Keyword(s):||balanced scorecard, incentive design, managerial experience|
|JEL(s):||J33, M12, M52|
|Programme Areas:||Labour Economics|
|Link to this Page:||www.cepr.org/active/publications/discussion_papers/dp.php?dpno=6107|
This paper exploits a quasi-experimental setting to estimate the impact that a multi-dimensional group incentive scheme had on branch performance in a large distribution firm. The scheme, which is based on the Balanced Scorecard, was implemented in all branches in one division, but not in another. Branches from the second division are used as a control group. Our results suggest that the balanced scorecard had some impact, but that it varied with branch characteristics, and in particular, branches with more experienced managers were better able to respond to the new incentives.