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Why Has Top Executive Compensation Increased So Much In China: A Explanation Of Peer‐Effects

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  • Ruilong Yang
  • Jidong Yang

Abstract

Top executive compensation can be affected significantly by peer group pay. This paper investigates the impact of peer effects on the change in top executive compensation based on evidence from China. Empirical results show that if the top three executives' compensation was lower than the peer group median level in year t − 1, the percentage change in the top three executives compensation in year t would be higher by 0.225%, and that the absolute level of pay would increase by 51 000 yuan. Furthermore, better performance, faster growth and state ownership increase the likelihood of peer effects, while corporate governance variables do not.

Suggested Citation

  • Ruilong Yang & Jidong Yang, 2009. "Why Has Top Executive Compensation Increased So Much In China: A Explanation Of Peer‐Effects," Pacific Economic Review, Wiley Blackwell, vol. 14(5), pages 705-716, December.
    • Handle: RePEc:bla:pacecr:v:14:y:2009:i:5:p:705-716
    DOI: 10.1111/j.1468-0106.2009.00479.x
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    References listed on IDEAS

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    1. Xavier Gabaix & Augustin Landier, 2008. "Why has CEO Pay Increased So Much?," The Quarterly Journal of Economics, Oxford University Press, vol. 123(1), pages 49-100.
    2. Alexandre Mas & Enrico Moretti, 2009. "Peers at Work," American Economic Review, American Economic Association, vol. 99(1), pages 112-145, March.
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    4. Kato, Takao & Long, Cheryl, 2006. "Executive Compensation, Firm Performance, and Corporate Governance in China: Evidence from Firms Listed in the Shanghai and Shenzhen Stock Exchanges," Economic Development and Cultural Change, University of Chicago Press, vol. 54(4), pages 945-983, July.
    5. Hayes, Rachel M. & Schaefer, Scott, 2009. "CEO pay and the Lake Wobegon Effect," Journal of Financial Economics, Elsevier, vol. 94(2), pages 280-290, November.
    6. Armin Falk & Andrea Ichino, 2006. "Clean Evidence on Peer Effects," Journal of Labor Economics, University of Chicago Press, vol. 24(1), pages 39-58, January.
    7. Kevin J. Murphy & Ján Zábojník, 2004. "CEO Pay and Appointments: A Market-Based Explanation for Recent Trends," American Economic Review, American Economic Association, vol. 94(2), pages 192-196, May.
    8. Bebchuk, Lucian A. & Fried, Jesse M., 2003. "Executive Compensation as an Agency Problem," Berkeley Olin Program in Law & Economics, Working Paper Series qt81q3136r, Berkeley Olin Program in Law & Economics.
    9. Lucian Arye Bebchuk & Jesse M. Fried, 2003. "Executive Compensation as an Agency Problem," Journal of Economic Perspectives, American Economic Association, vol. 17(3), pages 71-92, Summer.
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    Cited by:

    1. Qiao Wang, 2023. "Does the Chinese labour force make sufficient efforts? Empirical evidence using non‐parametric analysis," International Journal of Finance & Economics, John Wiley & Sons, Ltd., vol. 28(3), pages 3262-3280, July.
    2. Zhen Peng & Yujun Lian & Joseph A. Forson, 2021. "Peer effects in R&D investment policy: Evidence from China," International Journal of Finance & Economics, John Wiley & Sons, Ltd., vol. 26(3), pages 4516-4533, July.
    3. Hu, Fang & Tan, Weiqiang & Xin, Qingquan & Yang, Sixian, 2013. "How do market forces affect executive compensation in Chinese state-owned enterprises?," China Economic Review, Elsevier, vol. 25(C), pages 78-87.
    4. Lin, Yu-En & Jiang, Xiao-Tong & Yu, Bo & Lam, Keith S.K., 2023. "Compensation peer crash risks and corporate own investments: New evidences from U.S. stock markets," International Review of Financial Analysis, Elsevier, vol. 89(C).

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