Past research frequently discussed monetary sales incentives as an effective tool to reinforce desired employee behaviors, but, to date, the discussion has failed to produce conclusive guidance for practitioners as to whether monetary sales incentives in fact can facilitate selling of complex service innovations. To clarify the effects of monetary sales incentives in this respect, we draw on self-focus theory to disentangle how complex service innovation selling is shaped by the interplay of salesperson service incentives (i.e., the extent to which variable compensation depends on service turnover) and salesperson share of variable compensation (i.e., the percentage of compensation that depends on performance)
In this catalyst article, I argue that platform ecosystems—communities and groups of actors in different markets orchestrated through a digital platform and driven by combinations of economic and prosocial incentives—are an organizing form that can help effectively scale solutions for grand societal and environmental problems
We further test CEO compensation as a moderating mechanism, testing both incentive and fixed CEO compensation. We find that incentive compensation negatively moderates the relationship between CEO promotion focus and R&D increase, and positively moderates the relationship between CEO prevention focus and R&D increase
Drawing on the cognitive perspective of corporate governance, we posit that exposure to external information via board interlocks provides competing incentives to pursue value creation and value appropriation strategies
We find strong evidence indicating that firms imitate the innovation behaviors of their local neighbors, and this tendency is most plausibly explained by the incentives associated with acquiring legitimacy
This helps clarify action steps, makes values very clear, and surface incentives that help teams pivot in a fast, politically safe, and data informed way
Step #3: Provide financial incentives to keep product managers long enough to become proficient...Additionally, product managers have little incentive to stay in the position...With no financial incentive to stay in product management, they leave
If policymakers want to stimulate social innovation in interorganizational networks, they should launch incentives for iterative re‐engagement in courting and demonstrating commitment to key bodies
Practitioner Points The higher the family involvement in the top management team (TMT), the lower the innovative output in terms of exploratory IoT innovations. Control/incentive mechanisms that consider and limit the family managers’ aversion toward the development of exploratory IoT innovations should be put in place
Consider offering an incentive for any suggestions you adopt, such as a free round of drinks on a future visit.