Pay Disparities Within Top Management Groups: Evidence of Harmful Effects on Performance of High-Technology Firms

By Phyllis A. Siegel, Donald C. Hambrick. Organ. Sci., 2005

468 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cfac76d7cf1b4d45a1f3f835ba11f75d4e168370

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Citations in the corpus

Minding the Gap (2016, background): “Other work, however, has uncovered negative relationships between pay dispersion and those outcomes (Bloom, 1999; Grund & Westergaard-Nielsen, 2008; Siegel & Hambrick, 2005).”
Executive Compensation: A Multidisciplinary Review of Recent Developments (2007, unknown): “For example, Siegel and Hambrick (2005) argued that because technological intensiveness requires interdependence among TMT members, pay disparity will be more detrimental to firm performance in high-technology firms than in low-technology firms.”
How should we divide the pie? Equity distribution and its impact on entrepreneurial teams ☆ (2015, background): “Second, as another important indicator of team repulsion emerging from the data was social distancing including aloofness, condescension, and withdrawal (Siegel and Hambrick, 2005).”
The functions and dysfunctions of hierarchy (2010, background): “However, flatter groups tended to perform better on more complex, more ambiguous tasks that benefitted from the input of many members and that often required creativity (Berdahl & Anderson, 2005; Bloom, 1999; Shaw, 1964; Siegel & Hambrick, 2005; Torrance, 1955).”
Do Humble CEOs Matter? An Examination of CEO Humility and Firm Outcomes (2018, background): “Scholars recognize that TMT pay arrangement is a “potent determinant” of TMT processes (Siegel & Hambrick, 2005: 261) but lament that it remains unclear whether and how it affects TMT dynamics (Devers, Cannella, Reilly, & Yoder, 2007).”
When much more of a difference makes a difference: Social comparison and tournaments in the CEO's top team (2015, background): “Having highly eligible, TMT members can increase feelings of relative deprivation in TMT members and their negative effects on commitment to organizational goals, cohesiveness, satisfaction, efficient information processing, coordination, and collaboration that reduce firm performance (Cowherd and L”
Politically connected boards and top executive pay in Chinese listed firms (2015, background): “Others adopt perspectives rooted in social-psychological arguments, such as social comparison theory and suggest that pay dispersion is associated with increased executive turnover and decreased firm performance (Bloom and Michel, 2002; Siegel and Hambrick, 2005).”
Overpaid CEOs and Underpaid Managers: Fairness and Executive Compensation (2006, unknown): “Pfeffer and Langton (1993) found that wage dispersion can diminish cooperation, and Siegel and Hambrick (2005) showed that pay disparities among executives had a greater negative impact on firm performance in high-technology firms than in low-technology organizations.”
Work Motivation: Directing, Energizing, and Maintaining Effort (and Research) (2012, background): “Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy). former group (Bloom, 1999; Messersmith, Guthrie, Ji, & Lee, 2011; Siegel & Hambrick, 2005).”
Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms (2008, unknown): “…mechanisms that are considered to be beneficial to combining strategic contradictions: formal senior team contingency rewards and informal senior team social integration (Jansen et al. 2008, Lubatkin et al. 2006, O'Reilly and Tushman 2004, Siegel and Hambrick 2005, Smith and Tushman 2005).”
What's the difference? Diversity constructs as separation, variety, or disparity in organizations. (2007, background): “…compensation (e.g., Lazear, 1995; Lazear & Rosen, 1981), researchers commonly predict that status, power, or pay disparity incites competition , differentiation, and (resentful) deviance among some unit members (e.g., Bloom, 1999; Homans, 1961; Pfeffer & Langton, 1993; Siegel & Hambrick, 2005).”
Say on Pay Laws, Executive Compensation, Pay Slice, and Firm Valuation around the World (2013, unknown): “, Siegel and Hambrick (2005), Bebchuck et al.”
The dysfunctions of power in teams: A review and emergent conflict perspective (2017, background): “For example, Siegel and Hambrick (2005) examined 67 top management teams of U.S. ﬁ rms, and found executive compensation dispersion was negatively related to ﬁ rm performance (market-to-book and total shareholder return) for more technologically intensive ﬁ rms.”
Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership (2008, unknown): “Together, these studies suggest that the effectiveness of senior teams in ambidextrous organizations is associated with a set of senior team attributes: (1) shared vision, (2) social integration, and (3) group contingency rewards (Hambrick, 1994; O’Reilly and Tushman, 2004; Siegel and Hambrick, 2005”
Getting Everyone on Board (2015, background): “Such a focus on individual performance redirects TMT members away from group goals and collective efforts (Chen et al., 2005; Fredrickson et al., 2010; Siegel & Hambrick, 2005).”