Structure and process of diversification, compensation strategy, and firm performance

Research output: Contribution to journalArticle

153 Citations (Scopus)

Abstract

This study tests six hypotheses on the extent to which a match between compensation and diversification strategies affects firm performance. Using both archival and survey data, results generally support the notion that a firm's compensation strategies make a greater contribution to firm performance if these are attuned to extent and process of corporate diversification. The paper concludes with a set of recommendations for future research on compensation‐diversification strategy relations and their interactive effect on firm performance.

Original languageEnglish (US)
Pages (from-to)381-397
Number of pages17
JournalStrategic Management Journal
Volume13
Issue number5
DOIs
StatePublished - 1992

Fingerprint

Firm performance
Diversification
Corporate diversification
Survey data
Diversification strategy

Keywords

  • compensation strategy
  • Diversification
  • firm performance

ASJC Scopus subject areas

  • Business and International Management
  • Strategy and Management

Cite this

Structure and process of diversification, compensation strategy, and firm performance. / Gomez-Mejia, Luis.

In: Strategic Management Journal, Vol. 13, No. 5, 1992, p. 381-397.

Research output: Contribution to journalArticle

@article{eeef151adb7e4126a5707c96ecf2b65d,
title = "Structure and process of diversification, compensation strategy, and firm performance",
abstract = "This study tests six hypotheses on the extent to which a match between compensation and diversification strategies affects firm performance. Using both archival and survey data, results generally support the notion that a firm's compensation strategies make a greater contribution to firm performance if these are attuned to extent and process of corporate diversification. The paper concludes with a set of recommendations for future research on compensation‐diversification strategy relations and their interactive effect on firm performance.",
keywords = "compensation strategy, Diversification, firm performance",
author = "Luis Gomez-Mejia",
year = "1992",
doi = "10.1002/smj.4250130506",
language = "English (US)",
volume = "13",
pages = "381--397",
journal = "Strategic Management Journal",
issn = "0143-2095",
publisher = "John Wiley and Sons Ltd",
number = "5",

}

TY - JOUR

T1 - Structure and process of diversification, compensation strategy, and firm performance

AU - Gomez-Mejia, Luis

PY - 1992

Y1 - 1992

N2 - This study tests six hypotheses on the extent to which a match between compensation and diversification strategies affects firm performance. Using both archival and survey data, results generally support the notion that a firm's compensation strategies make a greater contribution to firm performance if these are attuned to extent and process of corporate diversification. The paper concludes with a set of recommendations for future research on compensation‐diversification strategy relations and their interactive effect on firm performance.

AB - This study tests six hypotheses on the extent to which a match between compensation and diversification strategies affects firm performance. Using both archival and survey data, results generally support the notion that a firm's compensation strategies make a greater contribution to firm performance if these are attuned to extent and process of corporate diversification. The paper concludes with a set of recommendations for future research on compensation‐diversification strategy relations and their interactive effect on firm performance.

KW - compensation strategy

KW - Diversification

KW - firm performance

UR - http://www.scopus.com/inward/record.url?scp=84989036185&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84989036185&partnerID=8YFLogxK

U2 - 10.1002/smj.4250130506

DO - 10.1002/smj.4250130506

M3 - Article

VL - 13

SP - 381

EP - 397

JO - Strategic Management Journal

JF - Strategic Management Journal

SN - 0143-2095

IS - 5

ER -