Pravin J Jain wrote an essay about how Enron was exactly this kind of firm:
"One of the most novel elements of Enron’s design was to compel employees to promote their deals inside the company, simply to gain access to company resources. No one was entitled to anything. Support groups such as legal and finance could allocate their efforts based on their own estimation of a deal. If they chose right and supported a high-stakes deal that succeeded, they made a lot of money when the dealmaker handed out his rewards. This created interesting dynamics about trust—how could you sell a deal without giving away control and still make it attractive enough to gain coveted resources? The net overall effect of these dynamics was the awesome competitive energy generated in every part of the company. Manipulating others, devising spins and stories, doing whatever it took to move a deal forward were all part of this ruthless, tribal, capitalistic culture."
"One of the most novel elements of Enron’s design was to compel employees to promote their deals inside the company, simply to gain access to company resources. No one was entitled to anything. Support groups such as legal and finance could allocate their efforts based on their own estimation of a deal. If they chose right and supported a high-stakes deal that succeeded, they made a lot of money when the dealmaker handed out his rewards. This created interesting dynamics about trust—how could you sell a deal without giving away control and still make it attractive enough to gain coveted resources? The net overall effect of these dynamics was the awesome competitive energy generated in every part of the company. Manipulating others, devising spins and stories, doing whatever it took to move a deal forward were all part of this ruthless, tribal, capitalistic culture."
http://s3.amazonaws.com/a.nnotate/docs/2010-01-29/iDbfJu4yot...