Board structure and CEO compensation: Evidence from U.S. lodging industry

Özdemir, Özcan; Upneja, Arun

doi:10.1016/j.ijhm.2011.10.004

Cited by 44 publications

(40 citation statements)

References 38 publications

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“…As stated by Barrena‐Martinez et al (, p. 17), compensation and benefits “play a key role in HRM as a driver controlling the conduct of employees.” We identify three typologies of studies related to compensation policies in previous literature. First, there are studies focusing on the relationship between corporate governance or board characteristics and compensation policies (Lewellen et al, ; Zajac & Westphal, ; Conyon & Peck, ; Ryan & Wiggins, ; Hartzell & Starks, ; Conyon & He, ; Conyon, ; Ozkan, ; Laksmana, ; Petra & Dorata, ; Chhaochharia & Grinstein, ; Ozdemir & Upneja, .). Second, there are studies focusing on the relationship between compensation policies/incentives and firm performance, in both directions (Balafas & Florackis, ; Brick, Palmon, & Wald, ; Brown, Sturman, & Simmering, ; Cai, Jo, & Pan, ; Callan & Thomas, ; Coughlan & Schmidt, ; Kubo, ; Li, Yang, & Yu, ; Loomis, ; Mahoney & Thorne, ; McGuire, Dow, & Argheyd, ; Mehran, ; Raithatha & Komera, ).…”

Section: Literature Reviewmentioning

confidence: 99%

Sustainable compensation policies and its effect on environmental, social, and governance scores

Baraibar‐Diez

Odriozola

Sánchez

2019

Corp Soc Responsibility Env

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The incorporation of sustainable compensation policies reflects the willingness of companies to manage the behavior of directors towards long-term goals, responding to a large number of stakeholders with different demands. Analysis of compensation policies is biased to financial performance, so that the effectiveness of sustainable policies remains unexplored. This paper investigates whether having a sustainable compensation policy has a positive influence on environmental, social, and governance (ESG) and economic scores. These relationships are tested by estimating a fixed-effects model for listed companies from Spain, France, Germany, and the United Kingdom in the period 2005-2015. According to the results, sustainable compensation policies affect ESG scores, but especially when firms have a corporate social responsibility committee acting as control mechanism and supporting the achievement of those objectives, triggering better nonfinancial performance. This paper contributes to literature by exploring the effect of sustainable incentives and expands the range and richness of results by including four different scores.

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Section: Literature Reviewmentioning

confidence: 99%

Sustainable compensation policies and its effect on environmental, social, and governance scores

Baraibar‐Diez

Odriozola

Sánchez

2019

Corp Soc Responsibility Env

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“…Board committee functions as the independent committee to provide the supervision towards the management in order to ensure the corporate continue to operate and gaining the profit (Ozdemir & Upneja, 2012). In general, the board members can be divided into the dependent directors and the independent directors.…”

Section: Board Mattermentioning

confidence: 99%

Principal-Principal Conflicts and Socioemotional Wealth in Family Firms

Kuan

Fei

Tan

et al. 2017

IJEF

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Corporate governance is the concern of all the parties throughout the world regarding their viability in order to ensure the sustainability of the firm. As the family firms are listed in the public exchange, there are different kind of the investors in the corporation produce the resolution that are opposing to each other. Moreover, the large capital that is injected by the institutional investor complicates the role played in the corporation that shapes the culture and philanthropy. The phenomenon leads to the complex relationship in one corporation due to the different types of interest. Board composition and board independence are stretched by numerous scholars regarding the core importance in the corporation. Executive compensation is another area of corporate governance that is widely discussed by the scholars regarding the relationship with the long-term firm performance. Therefore, this review paper will focus on the application of the Principal-principal Conflicts theory and Socio-Emotional Wealth theory to narrate the whole scenario of the governance practice in the family firm. Throughout the paper, current rigorous practice of the family firms will be deeply investigated to cover the deep insights of the current phenomenon. The meticulous review of this paper is able to synthesize the significance of these theories towards the general governance setting in the family firms. Eventually, the working paradigm of the family firm can be clearly justified with the rationale that is justified. At the end of the review, the two main theories are concluded to be equally essential to illustrate the corporate governance practice in family firms across the globe.

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“…According to Ozdemir and Upneja (2012), the board of directors is a supervisory mechanism that monitors decisions by the manager and protects the rights of shareholders. In addition, to its impact on the performance of companies, it is responsible for monitoring the excessive compensation received by the manager.…”

Section: Managerial Ownership / Board Of Directors / Managerial Compementioning

confidence: 99%

Managerial Ownership, Board of Directors, Equity-based Compensation and Firm Performance: A Comparative Study between France and the United States

Bouras¹,

Gallali²

2017

Mediterranean Journal of Social Sciences

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Board structure and CEO compensation: Evidence from U.S. lodging industry

Cited by 44 publications

References 38 publications

Sustainable compensation policies and its effect on environmental, social, and governance scores

Sustainable compensation policies and its effect on environmental, social, and governance scores

Principal-Principal Conflicts and Socioemotional Wealth in Family Firms

Managerial Ownership, Board of Directors, Equity-based Compensation and Firm Performance: A Comparative Study between France and the United States

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