高管层内部的级差报酬研究

本文通过对我国上市公司2004年度数据的实证研究发现, (1)随着高成长公司竞争者人数的增加、公司所处地区发达程度的提高和公司规模的扩大,公司高管层级差报酬会随之增加;随着低成长公司竞争者人数的增加和公司所处地区发达程度的提高,公司高管层级差报酬会随之增加。(2)高成长公司和低成长公司在赋予高管层级差报酬影响因素的权重上没有显著差别。(3)高成长公司的高管层级差报酬与公司市场业绩之间存在正相关关系,低成长公司的高管层级差报酬与公司每股收益指标之间存在正相关关系;竞赛理论在我国上市公司中成立。     

CBS Promotion of Future Programming During the 2011 NCAA Tournament

The simple goal of television promotions is to increase viewership of future programming. The promotion of future programming during sports telecasts is valuable primarily because promotions can air during the game. The purpose of this paper is to provide a network perspective of its promotions strategy by identifying how often CBS promoted its future programming, which type of future programs CBS chose to promote (established or non-established), and how CBS implemented the prominent promotional techniques identified in the literature during its coverage of the 2011 NCAA Men's Basketball Tournament. The findings show that 21% of total promotions were during the game, 42% of total promotions by CBS were for non-established programming, and genre compatibility was the most used technique with the Masters Golf Tournament being the most promoted future program.     

Incentive effects and overcrowding in tournaments: An experimental analysis

This study reports experiments that examine outcomes when agents choose between a payment scheme that rewards based on absolute performance (i.e., piece rate) and a scheme that rewards based on relative performance (i.e., a tournament). Holding total payments in the tournament constant, performance is higher when the tournament option is winner-take-all compared to a graduated tournament (i.e., second and third-place performers also receive a payment). Performance is higher in the winner-take all tournaments even among participants that choose the piece-rate option. While there is a modest amount of overcrowding, there are no significant differences in overcrowding across conditions. Entry rates into the tournament and the relative ability of tournament entrants (compared to non-entrants in the same condition) are higher in the graduated tournament condition than the winner-take-all conditions. Consequently, the winner-take-all tournament is more efficient than the graduated tournament (incentive effects are stronger and the overcrowding is about the same), but the graduated tournament provides a more effective mechanism to identify the most capable performer in a talent pool. Electronic Supplementary Material Supplementary material is available in the online version of this article at . JEL Classification D8 · J3 · L2     

国企锦标赛激励效应与制约因素研究

本文尝试从锦标赛的角度为国企竞争理论提供信息经济学模型解释和实证支持。为了达到这一目的,本文从政府干预和共同代理的角度对经典的锦标赛模型进行细化和拓展,以揭示出国企锦标赛激励效应与制约因素,并收集2451家地方国有上市公司披露的薪酬差距数据对理论模型进行实证检验。理论模型表明,薪酬差距的扩大和国企经营者赢得经济锦标赛激励的强化会增加国企经营者的努力水平,因而有利于公司绩效的提升。不过,国企经营者赢得经济锦标赛的激励却受到政府行政干预和共同代理问题的制约。实证结果表明,我国地方国有上市公司薪酬差距与公司绩效显著正相关,而与地方政府行政干预和共同代理问题的严重程度显著负相关,从而支持了理论模型。     

Tournament incentives,age diversity and firm performance

This study introduces a new dimension, age diversity of non-CEO executives, which moderates the relationship between promotion-based tournament incentives, measured as the pay gap between the CEO and non-CEO executives, and firm performance. For a sample of Chinese listed firms from 2005 to 2015, we find that the tournament incentives for non-CEO executives relate positively to firm performance. This relationship is weaker when non-CEO executives are from different age cohorts, whereas the tournament effect is enhanced when non-CEO executives are from the same age cohort. The negative moderation effect of age diversity is more pronounced in state firms and in the Northern China Plain cultural region. The negative moderation effect disappears in firms with CEOs who have overseas experience. We reason that the peer pressure among the similar-aged non-CEO executives enhances the tournament competition and that age hierarchy reduces incentives for younger executives to compete. Our findings have important implications for firms not only in China, but also in countries and regions where seniority is highly valued when setting executive compensation and optimizing organizational structure.     

Managerial power, compensation gap and firm performance — Evidence from Chinese public listed companies

We study the relationship between compensation gap and firm performance in the Chinese market. Extant studies have shown that, for the publicly traded companies in China, compensation gap between senior executives plays a tournament role and motivates managers to achieve higher level of performance. Ordinary least squares (OLS) regression results confirm the above result. However, simultaneous regression results indicate that the tournament effect is more significant in firms with high managerial powers. Our finding suggests that previous findings using OLS might be incomplete. We also show that firms with better performance and greater managerial power tend to have greater compensation gap. Meanwhile, the relationship between managerial power and firm performance is, on average, negative.     

How tournament incentives affect asset markets: A comparison between winner-take-all tournaments and elimination contests

We investigate the impact of investment managers׳ tournament incentives on investment strategies and market efficiency, distinguishing between winner-take-all tournaments (WTA), where a minority wins, and elimination contests (EC), where a majority wins. Theoretically, we show that investment managers play heterogeneous strategies in WTA and homogeneous strategies in EC, and markets are more prone to mispricing in WTA than in EC. Experimentally, we find that investment managers play more heterogeneous strategies in WTA than in EC, but this does not trigger significant differences in prices. Moreover, prices in WTA and EC do not differ significantly from markets composed of linearly incentivized subjects.     

Innovation contests with entry auction

We consider innovation contests for the procurement of an innovation under moral hazard and adverse selection. Innovators have private information about their abilities, and choose unobservable effort in order to produce innovations of random quality. Innovation quality is not contractible. We compare two procurement mechanisms—a fixed prize and a first-price auction. Before the contest, a fixed number of innovators is selected in an entry auction, in order to address the adverse selection problem. We find that–if effort and ability are perfect substitutes–both mechanisms implement the same innovations in symmetric pure-strategy equilibrium, regardless of whether the innovators’ private information is revealed or not. These equilibria are efficient if the procurer is a welfare-maximizer.     

Seniority bias in a tournament

The paper presents a model where the probability of promotion tends to increase with seniority (overall labor market experience) without relying on the accumulation of general human capital. To this end, we consider the optimal design of a tournament (a relative compensation scheme) between two agents with different time horizon, the young and the old, in an overlapping generations framework. When the principal can only imperfectly monitor each agent’s effort level, the difference in time horizon leads to the ex post difference in the marginal value of effort between the two agents. In this case, the optimal tournament necessarily involves a bias towards the old agent. Within this framework, we also examine the relationship between: (1) the monitoring accuracy and the optimal bias; and (2) the value of outside options and the optimal bias.     

Relative performance pay in the shadow of crisis

We analyze whether incentives from relative performance pay are reduced or enhanced if a department is possibly terminated due to a crisis. Our benchmark model shows that incentives decrease in a severe crisis, but are boosted given a minor crisis since efforts are strategic complements in the former case but strategic substitutes in the latter one. We tested our predictions in a laboratory experiment. The results confirm the effort ranking but show that in a severe crisis individuals deviate from equilibrium significantly stronger than in other situations. This behavior contradicts the benchmark model and leads to a five times higher survival probability of the department. We develop a new theoretical approach that might explain players׳ behavior.