How Does Ratchet Effect Rise and Sag? Empirical Evidence with Respect to Target Ambiguity, Interactive Target Setting, and Measurement Noise (formerly, Information Asymmetry and Ratchet Effect)

2010 ◽  
Author(s):  
Tae Sik Ahn ◽  
Younsik Choi
Keyword(s):  
Information Asymmetry ◽  
Empirical Evidence ◽  
Measurement Noise ◽  
Ratchet Effect ◽  
Target Setting

Target Setting in Multi-Divisional Organizations

2018 ◽  
Vol 30 (3) ◽  
pp. 13-27 ◽  
Author(s):  
Michal Matějka
Keyword(s):  
Information Asymmetry ◽  
Empirical Evidence ◽  
Rent Extraction ◽  
Target Setting ◽  
Single Task ◽  
Performance Targets ◽  
Multi Agent ◽  
Performance Dimensions ◽  
Performance Dimension

ABSTRACT The target-setting literature has primarily focused on motivation issues in relatively simple single-task settings. I argue that performance targets also play an important role in addressing other issues such as multi-tasking, information asymmetry, retention, rent extraction, commitment, and coordination in multi-agent settings. Broadening the scope of the literature can help reconcile the theory and empirical evidence on how organizations set and revise performance targets. Moreover, a broader scope can help motivate emerging work on target-setting choices such as the number of targets for each performance dimension, concavity or convexity of target-based contracts, relative target difficulty for different performance dimensions, and coordination and disclosure of targets in multi-agent settings.

The Ratchet Effect: Theory and Empirical Evidence

2020 ◽  
Author(s):  
Matthias D. Mahlendorf ◽  
Michal Matejka ◽  
Utz Schäffer
Keyword(s):  
Empirical Evidence ◽  
Ratchet Effect ◽  
Effect Theory

Enhancing Firm Competitiveness through Concurrent Implementation of TQM, JIT and TPM

2014 ◽  
Vol 660 ◽  
pp. 976-982
Author(s):  
Lukman Sukarma
Keyword(s):  
Empirical Evidence ◽  
Research Methodology ◽  
Company Performance ◽  
Insufficient Evidence ◽  
Target Setting ◽  
Performance Targets ◽  
World Class ◽  
The Impact ◽  
Simultaneous Implementation ◽  
World Class Manufacturing

As a continuation of the previous paper by the author for this conference, this article provides empirical evidence for the impact of concurrent implementation of TQM, JIT and TPM in enhancing company performance, and hence its competitiveness. In doing this, ingredients of World Class Manufacturing company performance are reviewed, hypotheses and research methodology are developed, and data are analysed to verify the hypotheses. It is confirmed that plants implementing TQM, JIT and TPM concurrently outperform those, which implement only one or two of the methods, and there is no difference in performance among plants using either one or two of the methods. Further investigation on the causes of difference in performance reveals that, in addition to simultaneous implementation of the three methods, the establishment of performance targets leads to better performance. However, there is insufficient evidence to claim that involving employees in target setting has an effect on performance.

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