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Strategic orientations, incentive plan adoptions, and firm performance: evidence from electric utility firms

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  • Nandini Rajagopalan

Abstract

This study examines the performance implications of the fit between strategic orientations and incentive plan characteristics. Research hypotheses are based on a framework that draws upon managerial discretion and agency theories to identify the links between firm strategy, managerial motivation and control, managerial risk‐bearing, and incentive plan characteristics. A pooled cross‐sectional, time series research design is used to test hypotheses in a sample of 50 electric utility firms. Consistent with theory, results indicate that annual bonus plans that use cash incentives and accounting measures of performance lead to better performance among firms with Defender strategic orientations. In contrast, firms with Prospector strategic orientations realize performance benefits when they adopt stock‐based incentive plans and use market measures to evaluate managerial performance. © 1997 John Wiley & Sons, Ltd.

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  • Nandini Rajagopalan, 1997. "Strategic orientations, incentive plan adoptions, and firm performance: evidence from electric utility firms," Strategic Management Journal, Wiley Blackwell, vol. 18(10), pages 761-785, November.
    • Handle: RePEc:bla:stratm:v:18:y:1997:i:10:p:761-785
    DOI: 10.1002/(SICI)1097-0266(199711)18:103.0.CO;2-2
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