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Executive Reward Systems: A Cross‐National Comparison

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  • Johannes M. Pennings

Abstract

This article examines executive compensation in the United States, France, and the Netherlands. A brief review of executive compensation literature is conducted to expose its implicit value systems. Next, a qualitative study examines the interpretive schemas that executives express about the pay‐performance relationship; US‐developed expectancy theory and agency theory serve as a benchmark. the results indicate that US executives understand compensation in different terms from those employed by their European counterparts.

Suggested Citation

  • Johannes M. Pennings, 1993. "Executive Reward Systems: A Cross‐National Comparison," Journal of Management Studies, Wiley Blackwell, vol. 30(2), pages 261-280, March.
    • Handle: RePEc:bla:jomstd:v:30:y:1993:i:2:p:261-280
    DOI: 10.1111/j.1467-6486.1993.tb00304.x
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    1. Ploeg, Matthias & Knoben, Joris & Vermeulen, Patrick, 2022. "We are in it together: Communitarianism and the performance-innovation relationship✰," Research Policy, Elsevier, vol. 51(5).
    2. Teemu Malmi & David S. Bedford & Rolf Brühl & Johan Dergård & Sophie Hoozée & Otto Janschek & Jeanette Willert, 2022. "The use of management controls in different cultural regions: an empirical study of Anglo-Saxon, Germanic and Nordic practices," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 33(3), pages 273-334, September.
    3. Malmi, Teemu & Bedford, David S. & Brühl, Rolf & Dergård, Johan & Hoozée, Sophie & Janschek, Otto & Willert, Jeanette & Ax, Christian & Bednarek, Piotr & Gosselin, Maurice & Hanzlick, Michael & Israel, 2020. "Culture and management control interdependence: An analysis of control choices that complement the delegation of authority in Western cultural regions," Accounting, Organizations and Society, Elsevier, vol. 86(C).

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