Abstract
This study tests six hypotheses on the extent to which a match between compensation and diversification strategies affects firm performance. Using both archival and survey data, results generally support the notion that a firm's compensation strategies make a greater contribution to firm performance if these are attuned to extent and process of corporate diversification. The paper concludes with a set of recommendations for future research on compensation‐diversification strategy relations and their interactive effect on firm performance.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 381-397 |
| Number of pages | 17 |
| Journal | Strategic Management Journal |
| Volume | 13 |
| Issue number | 5 |
| DOIs | |
| State | Published - Jun 1992 |
Keywords
- Diversification
- compensation strategy
- firm performance
ASJC Scopus subject areas
- Business and International Management
- Strategy and Management