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The incentives of compensation consultants and CEO pay

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  • Cadman, Brian
  • Carter, Mary Ellen
  • Hillegeist, Stephen
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    Abstract

    We examine whether compensation consultants' potential cross-selling incentives explain more lucrative CEO pay packages using 755 firms from the S&P 1500 for 2006. Critics allege that these incentives lead consultants to bias their advice to secure greater revenues from their clients [Waxman, H., 2007. Executive pay: conflicts of interest among compensation consultants. United States House of Representatives Committee on Oversight and Government Reform Majority Staff, December]. Among firms that retain consultants, we are unable to find widespread evidence of higher levels of pay or lower pay-performance sensitivities for clients of consultants with potentially greater conflicts of interest. Overall, we do not find evidence suggesting that potential conflicts of interest between the firm and its consultant are a primary driver of excessive CEO pay.

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    Bibliographic Info

    Article provided by Elsevier in its journal Journal of Accounting and Economics.

    Volume (Year): 49 (2010)
    Issue (Month): 3 (April)
    Pages: 263-280

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    Handle: RePEc:eee:jaecon:v:49:y:2010:i:3:p:263-280

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    Web page: http://www.elsevier.com/locate/jae

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    Keywords: Executive compensation Compensation consultants Corporate advisors;

    References

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    1. William R. Kinney & Zoe-Vonna Palmrose & Susan Scholz, 2004. "Auditor Independence, Non-Audit Services, and Restatements: Was the U.S. Government Right?," Journal of Accounting Research, Wiley Blackwell, vol. 42(3), pages 561-588, 06.
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    4. Core, John & Guay, Wayne, 1999. "The use of equity grants to manage optimal equity incentive levels," Journal of Accounting and Economics, Elsevier, vol. 28(2), pages 151-184, December.
    5. Barth, Mary E. & Beaver, William H. & Landsman, Wayne R., 1998. "Relative valuation roles of equity book value and net income as a function of financial health," Journal of Accounting and Economics, Elsevier, vol. 25(1), pages 1-34, February.
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    8. Garvey, Gerald T. & Milbourn, Todd T., 2006. "Asymmetric benchmarking in compensation: Executives are rewarded for good luck but not penalized for bad," Journal of Financial Economics, Elsevier, vol. 82(1), pages 197-225, October.
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    Cited by:
    1. Janto Haman & Hristos Doucouliagos & Michael Graham, 2012. "Agency Problem II and Convergence in CEO Pay," Economics Series 2012_5, Deakin University, Faculty of Business and Law, School of Accounting, Economics and Finance.
    2. Xavier Gabaix & Augustin Landier & Julien Sauvagnat, 2014. "CEO Pay and Firm Size: An Update After the Crisis," Economic Journal, Royal Economic Society, vol. 124(574), pages F40-F59, 02.
    3. Armstrong, Christopher S. & Ittner, Christopher D. & Larcker, David F., 2010. "Corporate Governance, Compensation Consultants, and CEO Pay Levels," Research Papers 2068, Stanford University, Graduate School of Business.
    4. Geiler, P.H.M., 2012. "Essays on executive remuneration contracting: Managerial power, corporate payout, and gender discrimination," Open Access publications from Tilburg University urn:nbn:nl:ui:12-5590842, Tilburg University.
    5. Bizjak, John & Lemmon, Michael & Nguyen, Thanh, 2011. "Are all CEOs above average? An empirical analysis of compensation peer groups and pay design," Journal of Financial Economics, Elsevier, vol. 100(3), pages 538-555, June.
    6. Engesaeth, E.J.P., 2011. "Managerial compensation contracting," Open Access publications from Tilburg University urn:nbn:nl:ui:12-4807459, Tilburg University.
    7. Geiler, P.H.M. & Renneboog, L.D.R., 2014. "Are Female Top Managers Really Paid Less?," Discussion Paper 2014-004, Tilburg University, Center for Economic Research.

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