Incentives: The Missing Link in Strategic Performance Available to Purchase

When the vice president of operations for Casual Corner, the $600 million retail women's clothing chain, left his position, it was for reasons unrelated to compensation. He felt that the parent company, U.S. Shoe Corporation, should have continued his division's historical autonomy—a move that perhaps would have enhanced its financial position. Had that been the case, perhaps this vice president, Joe Corso, and other top managers would still be working for the company today. But with declines in corporate profitability, U.S. Shoe imposed strong corporate controls that crimped Corso's management style and curtailed his growth.