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dc.contributor.authorGunkel M
dc.contributor.authorLusk E
dc.contributor.authorWolff B
dc.date.accessioned2017-10-12T13:41:18Z
dc.date.available2017-10-12T13:41:18Z
dc.date.issued2009
dc.identifier.issn1439-2917
dc.identifier.urihttp://hdl.handle.net/10863/3245
dc.description.abstractToday’s management faces the challenge of employing workforces in different countries. Institutional frameworks, both formal and informal, in various countries influence employees’ preferences related to performance rewards and management styles. We conduct an empirical study to examine employees of a German multinational corporation at its locations in China, Germany, Japan, and the U.S. We find that employees from these countries have different preferences on incentives and management styles. Therefore, motivational mechanisms designed for one country might not work in others. We also find that the logic of diminishing marginal utility applies to most performance rewards.en_US
dc.language.isoenen_US
dc.titleCountry-Compatible Incentive Designen_US
dc.typeArticleen_US
dc.date.updated2016-12-19T13:57:44Z
dc.journal.titleSchmalenbach Business Review
dc.description.fulltextreserveden_US


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