Instead of throwing money at “superstars,” companies would be better served by using quantifiable measures to pick the right CEO, according to recent Wharton research.
Content: Article
Authors: J. Scott Armstrong, Philippe Jacquart
Source: “Knowledge@Wharton”
Subject: Corporate Governance
Authors: J. Scott Armstrong, Philippe Jacquart
Source: “Knowledge@Wharton”
Subject: Corporate Governance
Related Content
- ‘This Stuff Is Wrong’
- A look at Executive Compensation
- Are boards and CEOs accountable for the right level of work?
- Are They Worthy?
- Bankers pay is deeply flawed
- Boards’ Concern Over CEO Pay Mounts
- BusinessWeek 2005 Executive Compensation Scoreboard
- CEO Skill and Excessive Pay: A Breakdown in Corporate Governance?
- Comparison Shopping
- Corporate Governance and the Information Gap: The Use of Financial and Non-financial Information in Executive Compensation
- Dara Khosrowshahi
- Does Your CEO Compensation Plan Provide the Right Incentives?
- Ecomp Executive Compensation Database
- Economic Characteristics, Corporate Governance, and the Influence of Compensation Consultants on Executive Pay Levels
- ERI Economic Research Institute – Executive Compensation and Salary Planning Data
- Executive Compensation as an Agency Problem
- Executive Pay’s Faulty Market
- Executive PayWatch
- Fair or excessive? A reliable model for determining the appropriateness of executive compensation
- Fair Pay, Effective Pay: Equity compensation for a new era of accountability
- Fixing What’s Wrong with Executive Compensation
- Forbes Special Report: CEO Compensation (2007)
- Gerry Hansell, Lars-Uwe Luther, Frank Plaschke, and Mathias Schatt
- Have They No Shame?
- How Boards Can Rein In CEO Pay
- How Much Is Enough?
- How Much Should A CEO Make?
- How To Determine Logical Executive Compensation?
- How to Gauge a C.E.O.’s Value? Hint: It’s Not the Share Price
- Incentives for the Long Run: An Executive Compensation Plan That Looks Beyond the Next Quarter
- Institutional Investors and Executive Compensation (.pdf)
- Is CEO Pay Really Inefficient? A Survey of New Optimal Contracting Theories
- It’s Not Our Fault – Usually
- Just Rewards
- Managing the complex relationship between executive pay and performance
- Market Forces
- Not Badly Paid But Paid Badly
- Pay Dirt
- Pay for Nonperformance?
- Pay For Performance: Beating “Best Practices”
- Pay Under Pressure
- Peer Pressure: Inflating Executive Pay
- Performance Pay and Top-Management Incentives
- Re-examining Stock Options as a Way to Compensate Executives
- Remuneration: Where We’ve Been, How We Got to Here, What are the Problems, and How to Fix Them
- Research Report: Executive Compensation
- Setting the CEO’s Pay: Economic and Psychological Perspectives
- Six Degrees of Separation: Examining Back Door Links between Directors and CEO Pay
- The Compensation Game
- The Costs of CEO Failure
- The Nasty Truth about CEO Pay
- The Truth About CEO Pay
- The Wide Divide: Executive vs. Worker Pay
- The Wrong Incentive: Executives Taking Stock Will Behave Like Athletes Placing Bets
- What’s your CEO really worth? INSEAD’s Corporate Governance Initiative creates a model
- Who Really Determines CEO Salary Packages?
Like this content? Why not share it?
There Are No Comments
Click to Add the First »
Click to Add the First »