Top manager ownership levels and incentive alignment in inventively active firms

2011 ◽  
Vol 4 (2) ◽  
pp. 116-135 ◽  
Author(s):  
Edward Levitas ◽  
Vincent L. Barker ◽  
Mujtaba Ahsan
2000 ◽  
Vol 13 (2) ◽  
pp. 121-131 ◽  
Author(s):  
Daniel L. McConaughy

This study examines CEO compensation in 82 founding-family-controlled firms; 47 CEOs are members of the founding family and 35 are not. It tests the family incentive alignment hypothesis, which predicts that family CEOs have superior incentives for maximizing firm value and, therefore, need fewer compensation-based incentives. Univariate and multivariate analyses show that family CEOs' compensation levels are lower and that they receive less incentive-based pay—confirming the family incentive alignment hypothesis and suggesting the possible need for family firms to increase CEO compensation when they replace a founding family CEO with a nonfamily-member CEO.


2005 ◽  
Vol 9 (1) ◽  
pp. 7-47 ◽  
Author(s):  
Robert Boyer

Why did CEO remuneration explode during the 1990s and persist at high levels, even after the Internet bubble burst? This article surveys the alternative explanations that have been given of this paradox, mainly by various economic theories with some extension to political science, business administration, social psychology, moral philosophy and network analysis. It is argued that the diffusion of stock options and financial market-related incentives, supposed to discipline managers, have entitled them to convert their intrinsic power into remuneration and wealth, both at micro and macro level. This is the outcome of a de facto alliance of executives with financiers, who have exploited the long-run erosion of wage earners' bargaining power. The article also discusses the possible reforms that could reduce the probability and the adverse consequences of CEO and top-manager opportunism: reputation, business ethic, legal sanctions, public auditing of companies, or a shift from a shareholder to a stakeholder conception.


2001 ◽  
Vol 91 (1) ◽  
pp. 54-78 ◽  
Author(s):  
Mara Faccio ◽  
Larry H. P Lang ◽  
Leslie Young

Whereas most U.S. corporations are widely held, the predominant form of ownership in East Asia is control by a family, which often supplies a top manager. These features of “crony capitalism” are actually more pronounced in Western Europe. In both regions, the salient agency problem is expropriation of outside shareholders by controlling shareholders. Dividends provide evidence on this. Group-affiliated corporations in Europe pay higher dividends than in Asia, dampening insider expropriation. Dividend rates are higher in Europe, but lower in Asia, when there are multiple large shareholders, suggesting that they dampen expropriation in Europe, but exacerbate it in Asia. (JEL G34, G35)


Author(s):  
Jamie D Collins ◽  
Christopher R Reutzel

This article examines the role of top managers in shaping the innovation investment actions of small and medium-sized enterprises (SMEs) in India. Survey responses from 477 top managers of Indian SMEs suggest that investment in innovation is influenced by top manager perceptions of innovation opportunity attractiveness, as well as ability to appropriate innovation investment value. Specifically, the results indicate an inverted U-shaped relationship between top manager entrepreneurial orientation and firm investment in innovation. They also suggest that top manager perceptions of environmental munificence, firm resource management capabilities, and organizational controls are positively related to firm investment in innovation.


2012 ◽  
Vol 2 (3) ◽  
pp. 134
Author(s):  
Katrin Hjort ◽  
Marianne Abrahamsen

The Nordic Countries are usually seen as the worlds must successful nations when it comes to gender equality, and the Scandinavian population in general appreciates values traditionally labeled feminine as caretaking and the quality of everyday life. However, the inequalities become obvious in school management. Among headmasters in High school in Denmark only 18 % are women despite of the fact that 52 % of the teachers are female. How can we explain that? This article is based on a survey answered by top- and middle level management staff. It rejects all traditional explanations of the relations between gender, values and family obligation but reveals an interesting difference between two strategies for career development: Domain Building and Risk Taking. Both strategies are applied by both men and women. However, one of them seems to be the most effective with regard to achieve a position as a top manager – and one of them is more often preferred by men than by women.


2013 ◽  
Vol 2013 (3) ◽  
pp. 86-98 ◽  
Author(s):  
Oleksandr Rakhmanov

This article analyzes the empirical research of development of CEOs career in the West. The paper singles out a number of common and distinctive features of Western European and American CEO about their social background, education,and features move up the career ladder. Discovered the influence of firm size on turnover and occupational mobility of top managers. It is shown age-related features to achieve top executive positions, length of stay on it.


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