To read the full version of this content please select one of the options below:

Does matching pay policy with innovation strategy really improve firm performance? An examination of technology‐based service firms

Kuen‐Hung Tsai (Department of Business Administration, National Taipei University, Taipei, Taiwan)
Christine Chou (Examination Yuan, Wenshan, Taipei, Taiwan)
Ming‐Yi Chen (Department of Business Administration, National ChengChi University, Taipei, Taiwan)

Personnel Review

ISSN: 0048-3486

Article publication date: 11 April 2008

Abstract

Purpose

The purpose of this paper is to examine whether matching pay policy with innovation strategy really improves firm performance.

Design/methodology/approach

Three technology‐based service sectors (software, information system integration, and IC design) comprise the analytical samples. A hierarchical multiple regression method is adopted to examine the research hypotheses.

Findings

Examinations reveal that the positive effect which pay policy combined with innovation strategy has on firm performance is only found in IC design service firms.

Research limitations/implications

Industry serves as a moderator in the relationship between the match and firm performance. However, this examination concentrates on the technology‐based service sectors only.

Practical implications

Matching pay policy and innovation strategy cannot be regarded as a panacea for improving firm performance.

Originality/value

This study makes an interesting contribution to understanding the strategic perspective of compensation.

Keywords

Citation

Tsai, K., Chou, C. and Chen, M. (2008), "Does matching pay policy with innovation strategy really improve firm performance? An examination of technology‐based service firms", Personnel Review, Vol. 37 No. 3, pp. 300-316. https://doi.org/10.1108/00483480810862288

Publisher

:

Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited