The Benefits of Aggregate Performance Metrics in the Presence of Career Concerns

Published Online:https://doi.org/10.1287/mnsc.1110.1363

References

  • Arya A., Fellingham J., Glover J. Teams, repeated tasks, and implicit incentives. J. Accounting Econom. (1997) 23(1):7–30CrossrefGoogle Scholar
  • Arya A., Glover J., Liang P. Intertemporal aggregation and incentives. Eur. Accounting Rev. (2004) 13(4):643–657CrossrefGoogle Scholar
  • Auriol E., Friebel G., Pechlivanos L. Career concerns in teams. J. Labor Econom. (2002) 20(2):289–307CrossrefGoogle Scholar
  • Autrey R., Dikolli S., Newman P. Performance measure aggregation, career incentives, and explicit incentives. J. Management Accounting Res. (2010) 22(1):115–132CrossrefGoogle Scholar
  • Cremer J. Arm's length relationships. Quart. J. Econom. (1995) 110(2):275–295CrossrefGoogle Scholar
  • Demski J., Frimor H. Performance measure garbling under renegotiation in multi-period agencies. J. Accounting Res. (1999) 37(3):187–214CrossrefGoogle Scholar
  • Dewatripont M., Jewitt I., Tirole J. The economics of career concerns, Part 1: Comparing information structures. Rev. Econom. Stud. (1999a) 66(1):183–198CrossrefGoogle Scholar
  • Dewatripont M., Jewitt I., Tirole J. The economics of career concerns, Part 2: Application to missions and accountability of government agencies. Rev. Econom. Stud. (1999b) 66(1):199–217CrossrefGoogle Scholar
  • Ederer F. Feedback and motivation in dynamic tournaments. J. Econom. Management Strategy (2010) 19(3):733–769CrossrefGoogle Scholar
  • Fudenberg D., Tirole J. Moral hazard and renegotiation in agency contracts. Econometrica (1990) 58(6):1279–1320CrossrefGoogle Scholar
  • Gibbons R., Murphy K. Optimal incentive contracts in the presence of career concerns: Theory and evidence. J. Political Econom. (1992) 100(3):468–593CrossrefGoogle Scholar
  • Gigler F., Hemmer T. Information costs and benefits of creating separately identifiable operating segments. J. Accounting Econom. (2002) 33(1):69–90CrossrefGoogle Scholar
  • Greene S.Econometric Analysis (1997) (Prentice Hall, Upper Saddle River, NJ) Google Scholar
  • Hansen S. What they don't know can't hurt you: The benefits of limited feedback in organizations. (2008) . Working paper, London School of Economics, LondonGoogle Scholar
  • Holmström B. Managerial incentives—A dynamic perspective. Essays in Economics and Management in Honor of Lars Wahlbeck (1982) (Swedish School of Economics, Helsinki, Finland) Google Scholar
  • Holmström B. Managerial incentive problems: A dynamic perspective. Rev. Econom. Stud. (1999) 66(1):169–182CrossrefGoogle Scholar
  • Holmström B., Ricart i Costa J. Managerial incentives and capital management. Quart. J. Econom. (1986) 101(4):835–860CrossrefGoogle Scholar
  • Kaarboe O., Olsen T. Career concerns, monetary incentives, and job design. Scandinavian J. Econom. (2006) 108(2):299–316CrossrefGoogle Scholar
  • Meyer M., Vickers J. Performance comparisons and dynamic incentives. J. Political Econom. (1997) 105(3):547–581CrossrefGoogle Scholar
  • Milbourn T., Shockley R., Thakor A. Managerial career concerns and investments in information. RAND J. Econom. (2001) 32(2):334–351CrossrefGoogle Scholar
  • Prat A. The wrong kind of transparency. Amer. Econom. Rev. (2005) 95(3):862–877CrossrefGoogle Scholar
  • Rajan M., Sarath B. The value of correlated signals in agencies. RAND J. Econom. (1997) 28(1):150–167CrossrefGoogle Scholar
  • Salanie B.The Economics of Contracts: A Primer (1997) (MIT Press, Cambridge, MA) Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.