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Supporting and Assessing Agents

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  • VOLKER LAUX

Abstract

This manuscript proposes a theory of why and when organizations “support” their employees with resources, time, and freedom beyond what seems economically optimal. The idea is that support plays an information‐generating role in that it renders output more informative about employees' abilities. This effect reduces the need to gather additional information about ability via costly monitoring and commits the firm to make replacement/promotion decisions that are more sensitive to performance. Consequently, support indirectly strengthens employees' career concern incentives and reduces the pressure on costly bonus payments. I apply the model to tech companies, academia, and capital budgeting.

Suggested Citation

  • Volker Laux, 2017. "Supporting and Assessing Agents," Journal of Accounting Research, Wiley Blackwell, vol. 55(4), pages 995-1016, September.
    • Handle: RePEc:bla:joares:v:55:y:2017:i:4:p:995-1016
    DOI: 10.1111/1475-679X.12173
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    References listed on IDEAS

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    Cited by:

    1. Alexandra Lilge & Abhishek Ramchandani, 2024. "To tell or not to tell: the incentive effects of disclosing employer assessments," Review of Accounting Studies, Springer, vol. 29(3), pages 2832-2870, September.
    2. Cyrus Aghamolla & Tadashi Hashimoto, 2021. "Aggressive Boards and CEO Turnover," Journal of Accounting Research, Wiley Blackwell, vol. 59(2), pages 437-486, May.

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