Incentives: The Missing Link in Strategic Performance

When the vice president of operations for Casual Corner, the $600 million retail women's clothing chain, left his position, it was for reasons unrelated to compensation. He felt that the parent company, U.S. Shoe Corporation, should have continued his division's historical autonomy-a move...

Full description

Saved in:
Bibliographic Details
Published in:The Journal of business strategy 1990-07, Vol.11 (4), p.8-11
Main Authors: Greenberg, Jeanne, Liebman, Michael
Format: Article
Language:English
Subjects:
Administrative Personnel - psychology
Analysis
Employee Incentive Plans - organization & administration
Employee motivation
Executives
Health administration
Human resource management
Humans
Incentives (Business)
Industry - organization & administration
Methods
Motivation
Personnel Management - methods
Personnel Management - organization & administration
Staff Development - methods
United States
Citations: Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:When the vice president of operations for Casual Corner, the $600 million retail women's clothing chain, left his position, it was for reasons unrelated to compensation. He felt that the parent company, U.S. Shoe Corporation, should have continued his division's historical autonomy-a move that perhaps would have enhanced its financial position. Had that been the case, perhaps this vice president, Joe Corso, and other top managers would still be working for the company today. But with declines in corporate profitability, U.S. Shoe imposed strong corporate controls that crimped Corso's management style and curtailed his growth.
ISSN:0275-6668
2052-1197
DOI:10.1108/eb060067