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  STANFORD GRADUATE SCHOOL OF BUSINESS — Innovation, to paraphrase a remark by Thomas Edison, is 99% perspiration and 1% inspiration. But individualist that he was, Edison probably never thought about the effect of employee compensation on innovation.  The role of compensation as a motivating force behind innovation is assumed to be significant. But is [...]

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CLOSER LOOK SERIES: TOPICS, ISSUES, AND CONTROVERSIES IN CORPORATE GOVERNANCE  Professor David F. Larcker and Brian Tayan prepared this material as the basis for discussion. The authors would like to thank Equilar Inc. for providing access to the raw compensation and equity ownership data and Alan Jagolinzer and Eric Yeung for helping to compute descriptive [...]

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By  David Larcker, James Irvin Miller Professor of Accounting, Director of Stanford Graduate School of Business Corporate Governance Research Program  And Brian Tayan  STANFORD GRADUATE SCHOOL OF BUSINESS — In recent years, much attention has been paid to the suitability of CEO compensation among U.S. firms. Of particular concern are whether total compensation packages are [...]

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STANFORD GRADUATE SCHOOL OF BUSINESS —How do you pay your sales force in a way that motivates them to do the best job possible? The U.S. economy spends an estimated $800 billion annually compensating sales forces, almost three times the amount devoted to advertising, yet sales force compensation remains a troubling question. Many firms offer [...]

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STANFORD GRADUATE SCHOOL OF BUSINESS — Stock options have a positive effect on firm performance when they are granted to executives, but giving options to lower ranking employees seems to have no effect on the bottom line according to a new study co-authored by Stanford Business School Professor Ron Kasznik.   “Our findings provide evidence [...]

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From the Stanford Social Innovation Review   In 2000, while working for a national refugee resettlement organization in New York City, Jane Leu decided that the federally funded system of matching immigrants to careers was a failure. ‘We didn’t have an incentive to focus on [the] quality” of the placements, she remembers of her six years [...]

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In some manufacturing environments, having workers engage in just-in-time production quotas without any inventory stockpiling or project overhang to the next day can actually cause motivational problems and increase costs. The answer is to make sure employees’ pay is tied to their actual productivity—and that means allowing for bad days and, consequently, some inventory build-up. [...]

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“Any regulatory restriction on compensation can be and will be circumvented by any financial institution that wants to do so.” –Stanford Graduate School finance Professor Dirk Jenter, in Institutional Investor Share, Email or Print:

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Stories from the last issue of Knowledgebase that drew the most reader attention: Are Star Employees Worth Their Bonuses? Can We Grow the Economy? Exploring Creativity India’s Slums Are Complex Political & Social Communities Market Rebels can Make or Break Product Demand Sign up for the free monthly newsletter, Stanford Knowledgebase. Share, Email or Print:

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“Chasing talent doesn’t work and just costs the companies doing the chasing a lot of wasted money.” –Professor Jeffrey Pfeffer in his column at Bnet.com. Financial institutions that argue they must pay huge performance bonuses to keep talented employees may be demonstrating that they don’t understand this principal, he adds. Share, Email or Print:

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