The Effects of CEO Pay Structure on Corporate Social Performance

By John R. Deckop, K. Merriman, Shruti Gupta. 2006

503 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/27a8378d982a7fb3684639361fc9eba01849b857

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Citations in the corpus

With greater power comes greater responsibility? takeover protection and corporate attention to stakeholders (2009, background): “Though informative, those studies have focused largely on endogenous governance measures—board composition, insider ownership, or executive compensation (e.g., Coffey and Wang, 1998; Deckop, Merriman, and Gupta, 2006; Johnson and Greening, 1999; )—that pose a challenge for interpreting the findings.”
Do Corporate Social Performance Targets in Executive Compensation Contribute to Corporate Social Performance? (2016, methodology): “Providing managers with financial incentives in the form of a compensation contract is a widely used approach to align the interests of the principals and the agents (Bonner and Sprinkle 2002; Deckop et al. 2006; Makri et al. 2006).”
The Effects of Top Management Team Integrative Complexity and Decentralized Decision Making on Corporate Social Performance (2011, methodology): “However, numerous studies have approached both the conceptualization and measurement of corporate social performance in different ways (e.g., Deckop et al., 2006; Godfrey et al., 2009; Graves & Waddock, 1994; Hillman & Keim, 2001; Thomas & Simerly, 1995; Van der Laan et al., 2008).”
Corporate Social Responsibility and CEO Risk-Taking Incentives (2016, unknown): “MSCI ESG Stats has been broadly used in scholarly research (e.g., Deckop, Merriman, and Gupta, 2006; Chava, 2014; Electronic copy available at: https://ssrn.com/abstract=2828267 13 Flammer 2015; Flammer and Luo, 2016; McGuire et al., 2003; Servaes and Tamayo, 2013; Werner, 2016).”
How CEO hubris affects corporate social (Ir)responsibility (2015, unknown): “compensation affect CSR (Deckop et al., 2006; Manner, 2010).”
Complementary or Substitutive Effects? Corporate Governance Mechanisms and Corporate Social Responsibility (2018, methodology): “Third, while the KLD data used in our study have been widely employed and accepted in CSR research (Deckop et al., 2006), previous studies (e.g., Chatterji, Levine, & Toffel, 2009; Hart & Sharfman, 2015) have noted that they are not without limitations.”
Corporate Governance and Executive Compensation for Corporate Social Responsibility (2015, unknown): “We use (ROA) for the latter and logged sales for the former (Mahoney and Thorne, 2005; Deckop, Merriman, and Gupta, 2006).”
How Firms Respond to Being Rated (2010, methodology): “org, respectively), a team of academics created a Google Map mash-up of the data (www.mapecos.org; see Walker (2008)), and the Investor Responsibility Research Center aggregated the factory-level data to the parent companies to create the CEPD.”
The Effect of Corporate Social Performance on Financial Performance: The Moderating Effect of Ownership Concentration (2013, background): “Decisions in the area of CSP are likely to reflect both high information asymmetry and low programmability (Deckop et al. 2006).”