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Incentives, Equality And Contract Renegotiations: Theory And Evidence In The Chinese Banking Industry

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  • HONGBIN CAI
  • HONGBIN LI
  • LI‐AN ZHOU

Abstract

Renegotiation plays an important role in contract theory, but the empirical study of renegotiation is almost non‐existent in the literature. Using a unique dataset from the Chinese banking industry, we find that the large majority of managerial incentive contracts are renegotiated after performances are realized. We develop a model of contract renegotiation where supervisors and managers sign incentive contracts and then renegotiate them. In the unique equilibrium of the model, incentive contracts are almost always renegotiated ex post. Even though renegotiation is fully anticipated, incentive contracts affect performance. The predictions of the model find strong support from our empirical results.

Suggested Citation

  • Hongbin Cai & Hongbin Li & Li‐An Zhou, 2010. "Incentives, Equality And Contract Renegotiations: Theory And Evidence In The Chinese Banking Industry," Journal of Industrial Economics, Wiley Blackwell, vol. 58(1), pages 156-189, March.
    • Handle: RePEc:bla:jindec:v:58:y:2010:i:1:p:156-189
    DOI: 10.1111/j.1467-6451.2010.00406.x
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    References listed on IDEAS

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    1. Daniel Barron & Robert Gibbons & Ricard Gil & Kevin J.Murphy, 2020. "Relational Adaptation Under Reel Authority," Management Science, INFORMS, vol. 66(5), pages 1868-1889, May.

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