the motivational challenge of corporate success in tech

From The Boy Kings, by Katherine Losse, pg 191-193:

The catch for Facebook was that the more successful we became (and we were still, despite all the competition, dominant), the more likely employees were to be distracted by money and the new pastimes it enabled: fine dining, bar hopping, five- star vacations, expensive cars. In this sense, winning the game completely was a bit of a curse, because as our user numbers climbed quickly to 250 million in July 2009 and 350 million in December 2009, early employees had less incentive to work constantly, and more leeway to play games and party earlier in the night instead of waiting until the dead hours of two in the morning to socialize like we used to. New engineers were being hired all the time to take up the slack of bug fixing and code development from employees who had been there longer. The Facebook product itself made staying on task difficult: With the steady stream of pictures flowing down our pages, how could we be expected to focus on anything but planning our next photo opportunities and status updates? Looking cool, rich, and well- liked was actually our job, and that job took a lot of work.

I’d like to know if this goes hand-in-hand with a ratcheting up of corporate perks, at least for the engineers and executives, in an attempt to at least keep the hedonism in house.