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Ordering Top Pay: Interpreting the Signals

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  • Stephen J. Perkins
  • Chris Hendry
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    Abstract

    Boardroom reward continues to attract controversy, despite the structural changes in corporate governance arrangements over the past decade. This study responds to Pettigrew's (1992) call to eschew over-ambitious attempts to demonstrate causality in the area of executive management and firm performance, in favour of redressing the overwhelmingly prescriptive bias in the literature. A simple but important task is to 'begin to provide some basic descriptive findings about boards and their directors', and open up 'the black box of board behaviour'- in this case, that of board remuneration committees. Interpretations of comparative market signals play a part in deliberations between the leading actors responsible for determining executive directors' salary, bonuses and other emoluments. But the position is more deeply textured than the reified influence of (global) market forces sometimes implied in the normative literature. The study reported, based on qualitative interviews, taps in to the nuances of decision taking in respect of boardroom reward management, including remuneration committee members' reactions to corporate governance reforms. Such initiatives locate non-executive directors in the role of intermediaries in the principal-agent relationship, explicitly assigned to resolve the conflict of interest inherent in boardroom remuneration systems, while simultaneously they are expected to play a team role as board members responsible for the overall strategy and operation of the company. The study is indicative: an attempt to open up research questions around the context and process of boardroom reward management that earlier analyses may have ignored or overlooked. Copyright Blackwell Publishing Ltd 2005.

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    Bibliographic Info

    Article provided by Wiley Blackwell in its journal Journal of Management Studies.

    Volume (Year): 42 (2005)
    Issue (Month): 7 (November)
    Pages: 1443-1468

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    Handle: RePEc:bla:jomstd:v:42:y:2005:i:7:p:1443-1468

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    Web page: http://www.blackwellpublishing.com/journal.asp?ref=0022-2380

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    Cited by:
    1. Hoenen, Sebastian & Kolympiris, Christos & Schoenmakers, Wilfred & Kalaitzandonakes, Nicholas, 2014. "The diminishing signaling value of patents between early rounds of venture capital financing," Research Policy, Elsevier, vol. 43(6), pages 956-989.
    2. Block, Joern H. & De Vries, Geertjan & Schumann, Jan H. & Sandner, Philipp, 2014. "Trademarks and venture capital valuation," Journal of Business Venturing, Elsevier, vol. 29(4), pages 525-542.
    3. Otten, J.A. & Heugens, P.P.M.A.R., 2007. "Extending the Managerial Power Theory of Executive Pay: A Cross National Test," ERIM Report Series Research in Management, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasm ERS-2007-090-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    4. Hristos Doucouliagos & Saeed Askary & Janto Haman, 2006. "Directors' Remuneration and Performance in Australian Banking," Economics Series 2006_11, Deakin University, Faculty of Business and Law, School of Accounting, Economics and Finance.
    5. Hristos Doucouliagos & Michael Graham & Janto Haman, 2012. "Dynamics and Convergence in Chief Executive Officer Pay," Economics Series 2012_3, Deakin University, Faculty of Business and Law, School of Accounting, Economics and Finance.
    6. Baixauli-Soler, J. Samuel & Sanchez-Marin, Gregorio, 2011. "Organizational governance and TMT pay level adjustment," Journal of Business Research, Elsevier, vol. 64(8), pages 862-870, August.

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