Heterogeneity in turnover: The effect of relative compensation dispersion of firms on the mobility and entrepreneurship of extreme performers
We explore the strategic implications of firm compensation dispersion on the heterogeneous turnover outcomes of employee mobility and entrepreneur ship. We theorize that individuals' turnover decisions are affected by the interaction of individual performance with the firm's compensation d...
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| Veröffentlicht in: | Strategic management journal 2012-12, Vol.33 (12), p.1411-1430 |
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| container_end_page | 1430 |
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| container_issue | 12 |
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| container_title | Strategic management journal |
| container_volume | 33 |
| creator | Carnahan, Seth Agarwal, Rajshree Campbell, Benjamin A. |
| description | We explore the strategic implications of firm compensation dispersion on the heterogeneous turnover outcomes of employee mobility and entrepreneur ship. We theorize that individuals' turnover decisions are affected by the interaction of individual performance with the firm's compensation dispersion relative to its competitors. We test our theory using linked employeremployee data from the legal services industry. We find that individuals with extreme high performance are less likely to leave firms that offer higher compensation dispersion than competitors, however, if they do leave these employers, they are more likely to create new ventures. In contrast, employees with extreme low performance are more likely to leave firms with more compensation dispersion than competitors, and these individuals are less likely to engage in new venture creation. |
| doi_str_mv | 10.1002/smj.1991 |
| format | Article |
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Mgmt. J</addtitle><description>We explore the strategic implications of firm compensation dispersion on the heterogeneous turnover outcomes of employee mobility and entrepreneur ship. We theorize that individuals' turnover decisions are affected by the interaction of individual performance with the firm's compensation dispersion relative to its competitors. We test our theory using linked employeremployee data from the legal services industry. We find that individuals with extreme high performance are less likely to leave firms that offer higher compensation dispersion than competitors, however, if they do leave these employers, they are more likely to create new ventures. In contrast, employees with extreme low performance are more likely to leave firms with more compensation dispersion than competitors, and these individuals are less likely to engage in new venture creation.</description><subject>Business structures</subject><subject>Compensation</subject><subject>compensation dispersion</subject><subject>Competition</subject><subject>Competitive firms</subject><subject>Corporate strategies</subject><subject>Decision</subject><subject>Economic performance</subject><subject>Economic rent</subject><subject>Employee compensation</subject><subject>employee mobility</subject><subject>Employee turnover</subject><subject>Employees</subject><subject>Employers</subject><subject>Entrepreneurship</subject><subject>Gini coefficient</subject><subject>Human capital</subject><subject>Individual performance</subject><subject>Labor markets</subject><subject>Labour turnover</subject><subject>Law firms</subject><subject>Management science</subject><subject>Occupational mobility</subject><subject>Planning methods</subject><subject>Start up firms</subject><subject>strategic human capital</subject><subject>Strategic management</subject><subject>Studies</subject><subject>turnover</subject><subject>Wages & salaries</subject><issn>0143-2095</issn><issn>1097-0266</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2012</creationdate><recordtype>article</recordtype><recordid>eNqFkV1rFDEUhgdRcK2Cf0AIeOPNtDmTj5l4J8XtB1UvurLiTcjOntisM5MxybbdH9H_bIYtLQhFcpE3yZMn5JyieAv0ECitjmK_OQSl4FkxA6rqklZSPi9mFDgrK6rEy-JVjBtKc1RqVtydYsLgf-GALu2IG0jahsFfY_hIFldI0FpsE_GWBOxMctdIWt-POMS88ANZuzhiiFPMjHWhjyTnlK_2fuW6SWqGNcEhBRxDfmYb4pUbJxpv816PJAusD33WvC5eWNNFfHM_HxTf558Xx6flxbeTs-NPF2UrQELJG5A1RWZkS0UjkRthjFVrigpk08JKrpBWoBgHKmoqbcUstw3nDWW8BmAHxYe9dwz-zxZj0r2LLXadGdBvo4aqmYYQ_P8o1NBwVQuW0ff_oBufi5k_kikQUMla0kdhG3yMAa0eg-tN2Gmgemqhzi3UUwszWu7RG9fh7klOX345v-ff7flNTD488DxXSzWiefS5mPD24dyE31rWrBZ6-fVEL_jyx-V8_lMv2V8D_Lbu</recordid><startdate>201212</startdate><enddate>201212</enddate><creator>Carnahan, Seth</creator><creator>Agarwal, Rajshree</creator><creator>Campbell, Benjamin A.</creator><general>John Wiley & Sons, Ltd</general><general>John Wiley & Sons</general><general>Wiley Periodicals Inc</general><scope>BSCLL</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>8BJ</scope><scope>FQK</scope><scope>JBE</scope></search><sort><creationdate>201212</creationdate><title>Heterogeneity in turnover: The effect of relative compensation dispersion of firms on the mobility and entrepreneurship of extreme performers</title><author>Carnahan, Seth ; Agarwal, Rajshree ; Campbell, Benjamin A.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c5161-481670e3a6c0586e4a5aaf9d0e9168c1b6be021934105706f23f4f84480347113</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2012</creationdate><topic>Business structures</topic><topic>Compensation</topic><topic>compensation dispersion</topic><topic>Competition</topic><topic>Competitive firms</topic><topic>Corporate strategies</topic><topic>Decision</topic><topic>Economic performance</topic><topic>Economic rent</topic><topic>Employee compensation</topic><topic>employee mobility</topic><topic>Employee turnover</topic><topic>Employees</topic><topic>Employers</topic><topic>Entrepreneurship</topic><topic>Gini coefficient</topic><topic>Human capital</topic><topic>Individual performance</topic><topic>Labor markets</topic><topic>Labour turnover</topic><topic>Law firms</topic><topic>Management science</topic><topic>Occupational mobility</topic><topic>Planning methods</topic><topic>Start up firms</topic><topic>strategic human capital</topic><topic>Strategic management</topic><topic>Studies</topic><topic>turnover</topic><topic>Wages & salaries</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Carnahan, Seth</creatorcontrib><creatorcontrib>Agarwal, Rajshree</creatorcontrib><creatorcontrib>Campbell, Benjamin A.</creatorcontrib><collection>Istex</collection><collection>CrossRef</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><jtitle>Strategic management journal</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Carnahan, Seth</au><au>Agarwal, Rajshree</au><au>Campbell, Benjamin A.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Heterogeneity in turnover: The effect of relative compensation dispersion of firms on the mobility and entrepreneurship of extreme performers</atitle><jtitle>Strategic management journal</jtitle><addtitle>Strat. Mgmt. J</addtitle><date>2012-12</date><risdate>2012</risdate><volume>33</volume><issue>12</issue><spage>1411</spage><epage>1430</epage><pages>1411-1430</pages><issn>0143-2095</issn><eissn>1097-0266</eissn><coden>SMAJD8</coden><abstract>We explore the strategic implications of firm compensation dispersion on the heterogeneous turnover outcomes of employee mobility and entrepreneur ship. We theorize that individuals' turnover decisions are affected by the interaction of individual performance with the firm's compensation dispersion relative to its competitors. We test our theory using linked employeremployee data from the legal services industry. We find that individuals with extreme high performance are less likely to leave firms that offer higher compensation dispersion than competitors, however, if they do leave these employers, they are more likely to create new ventures. In contrast, employees with extreme low performance are more likely to leave firms with more compensation dispersion than competitors, and these individuals are less likely to engage in new venture creation.</abstract><cop>Chichester, UK</cop><pub>John Wiley & Sons, Ltd</pub><doi>10.1002/smj.1991</doi><tpages>20</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0143-2095 |
| ispartof | Strategic management journal, 2012-12, Vol.33 (12), p.1411-1430 |
| issn | 0143-2095 1097-0266 |
| language | eng |
| recordid | cdi_proquest_miscellaneous_1282828554 |
| source | Wiley-Blackwell Journals; JSTOR |
| subjects | Business structures Compensation compensation dispersion Competition Competitive firms Corporate strategies Decision Economic performance Economic rent Employee compensation employee mobility Employee turnover Employees Employers Entrepreneurship Gini coefficient Human capital Individual performance Labor markets Labour turnover Law firms Management science Occupational mobility Planning methods Start up firms strategic human capital Strategic management Studies turnover Wages & salaries |
| title | Heterogeneity in turnover: The effect of relative compensation dispersion of firms on the mobility and entrepreneurship of extreme performers |
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