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Pay-for-Performance Management Fashion Pay-for-Performance for CEOs Katja Rost / Margit Osterloh We show theoretically and empirically that Pay-for-Performance, like many management fashions, has not achieved its intended aim. Our research focuses on previous empirical studies that examine the relation between variable executive pay and firm performance on various different dates. Our results indicate that a variable CEO income contributes very little to the increase of the firm’s performance, and that CEO salary and firm performance are not linked. The example of Pay-for-Performance shows that in the long run, many management fashions do not solve the problems that they promise to solve. S. 119-149 Ambidexterity Continuously Hanging by a Thread: Virtual Worlds Cooperation in Virtual Worlds Marina Fiedler This article reports the results of a controlled lab experiment that studies the effects of strategically irrelevant “cheap talk” via 3D world audio communication and 2D text messaging. I also analyze the effects of technical information richness, experience with a communication medium, social distance and collective orientation on cooperation. The findings indicate that persons in a situational setting that allows them to hope that the partner will respond in a cooperative manner show a higher degree of cooperation when engaging in cheap-talk computer-mediated-communication. The results show also that low social distance, collective orientation and experience with a medium is favorable for demonstrating trust, trustworthiness and cooperation. S. 173-194 CORPORATE Venture Capital Corporate Venture Capitalists with a ‘Bird’s-Eye View’ – A Dynamic Social Network Perspective Christiana Weber I empirically analyze the formation and transformation of corporate venture capitalists’ (CVC ) social networks and social capital. I investigate the resulting structural and relational changes illuminating the process of interorganizational knowledge transfer and innovation generation of CVC programs. I find that CVC networks and the resulting social capital can ease knowledge transfer and innovation, but may over time also hinder it, thus turning social capital into a liability. Theoretically, I expand existing literature by investigating a so far unexplored intra-/interorganizational knowledge broker configuration, and I identify additional roles of the CVC manager as mediator and interventionist with a privileged bird’s-eye view. S. 195-224 Team Performance The Effect from National Diversity on Team Production – Empirical Evidence from the Sports Industry Leif Brandes / Egon Franck / Philipp Theiler We analyze the effect of national diversity on sports team performance. Due to language barriers, we expect the team’s productivity to decrease with the number of nationalities, but that the introduction of further nations and further aspects of different cultures might lead to additional skills within the team. We test our hypothesis on a seasonal individual team basis. We do not find that national diversity among team members significantly influences a team’s performance. However, we find that the influence of national diversity on team performance depends on the nature of the underlying task. S. 225-246 |
Archiv 2012
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