Background: Diversified companies, for example audit firms, sometimes offer different kinds of products and services. Different key success factors can in the same company thereby evolve. Goal congruence has to be achieved in the business divisions as well as in the company as a whole even though each business segment might have to focus on different factors. Purpose: The purpose is to analyze if differences in technology and culture between the business divisions in diversified companies motivate a differentiated reward system. Method: The study has a case study approach. The data has been collected through 18 interviews carried out at one of "the big four" audit firms with personnel holding different positions in terms of experience and management levels. The reason for choosing an audit firm is based on the fact that it is a distinct diversified company which utilizes reward systems. Result: If differences in culture and technology within a firm are considerable the company tend to exhibit heterogeneous key success factors which implies that different kinds of achievements needs to be rewarded in order to create an effective control system. The study shows that a differentiated reward system is preferable if this is the case.

<p>Background: Diversified companies, for example audit firms, sometimes offer different kinds of products and services. Different key success factors can in the same company thereby evolve. Goal congruence has to be achieved in the business divisions as well as in the company as a whole even though each business segment might have to focus on different factors. </p><p>Purpose: The purpose is to analyze if differences in technology and culture between the business divisions in diversified companies motivate a differentiated reward system. Method: The study has a case study approach. The data has been collected through 18 interviews carried out at one of "the big four" audit firms with personnel holding different positions in terms of experience and management levels. The reason for choosing an audit firm is based on the fact that it is a distinct diversified company which utilizes reward systems. </p><p>Result: If differences in culture and technology within a firm are considerable the company tend to exhibit heterogeneous key success factors which implies that different kinds of achievements needs to be rewarded in order to create an effective control system. The study shows that a differentiated reward system is preferable if this is the case.</p>

Made available in DSpace on 2008-05-13T13:48:24Z (GMT). No. of bitstreams: 1 2198.pdf: 307779 bytes, checksum: 8c8e01407b3636642a4278a44d141667 (MD5) Previous issue date: 2006-08-11 / We have presented in this paper the importance and effects of internal capital markets, and the consequences of its application. In order to do it, we applied a basic model of internal capital markets, a ssessing its successes and failures. As an example, the model was used in a scenario of application of resources among divisions of a small diversified company, and the damage it suffered due to the incorrect applications of these resources. Afterwards, we have identified models that, when applied to situations where internal capital markets did not work, were capable of showing the reasons, indicating possible interferences and constraints. Finally, we have applied a model that allows the identification of inefficient resource transfer when it goes to divisions with poor investment opportunities. / Procuramos apresentar neste trabalho a importância e os efeitos dos mercados internos de capitais, e as conseqüências quando da sua aplicação. Para isso, aplicamos inicialmente um modelo básico de mercados internos de capitais, avaliando os pontos atingidos e algumas idéias não abrangidas por ele. Exemplificamos com uma situação de aplicação de recursos entre divisões de uma pequena empresa diversificada e seu fracasso devido à má alocação desses recursos. Na seqüência, identificamos modelos que, quando aplicados às situações em que os mercados internos de capitais não funcionaram, foram capazes de apontar o porquê, indicando possíveis interferências e impedimentos. Por fim, aplicamos um modelo que permite comprovar a ineficiência na transferência de recursos quando esses vão na direção das divisões com as piores oportunidades de investimento.