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dc.contributor.authorMilkovich, George T.
dc.contributor.authorGerhart, Barry A.
dc.contributor.authorHannon, John M.
dc.date.accessioned2020-11-25T14:53:32Z
dc.date.available2020-11-25T14:53:32Z
dc.date.issued1990-03-15
dc.identifier.other174379
dc.identifier.urihttps://hdl.handle.net/1813/77248
dc.description.abstractAgency theory, leading edge, and administrative life cycle perspectives all predict that organizations having high levels of Research and Development (R&D) intensity will follow different compensation strategies than organizations that are less R&D intensive. Using data from 110 organizations over a 5 year period, and controlling for organization differences in employee and job characteristics, we found support for this general prediction. Specifically, high R&D intensity organizations tended to have higher relative base pay, higher relative bonus pay, and greater relative eligibility for long-term incentive payments. We discuss the importance of further research into compensation decisions in R&D intensive firms, particularly the effects of such decisions on firms' competitiveness.
dc.language.isoen_US
dc.subjectCAHRS
dc.subjectILR
dc.subjectcenter
dc.subjecthuman resource
dc.subjectjob
dc.subjectworker
dc.subjectadvanced
dc.subjectlabor market
dc.subjectsatisfaction
dc.subjectemployee
dc.subjectwork
dc.subjectmanage
dc.subjectmanagement
dc.subjectU.S.
dc.subjectfirms
dc.subjectgrowth performance
dc.subjectcompensation
dc.subjectR&D
dc.subjectresearch and development
dc.subjectemployee
dc.subjectbase pay
dc.subjectbonus pay
dc.subjectlong-term incentive
dc.titleThe Effects of Research and Development Intensity on Managerial Compensation in Large Organizations
dc.typepreprint
dc.description.legacydownloads90_09_The_Effects_of_Research_and_Dev.pdf: 3304 downloads, before Oct. 1, 2020.
local.authorAffiliationMilkovich, George T.: Cornell University
local.authorAffiliationGerhart, Barry A.: Cornell University
local.authorAffiliationHannon, John M.: Cornell University


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