Corporate governance, top executive compensation and firm performance in Japan

By Sudipta Basu, Lee-Seok Hwang, Toshiaki Mitsudome, J. Weintrop. 2007

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CEO Compensation in Private Family Firms (2013, background): “Larger firms are assumed to require more talented and costly management (Rosen, 1982), and thus several authors document that larger firms pay their executives more (Baker, Jensen, & Murphy, 1988; Banghøj et al., 2010; Basu et al., 2007; Gomez-Mejia et al., 2003; Ke et al., 1999; Young & Tsai, 2008)”
Disproportional Ownership Structure and Pay-Performance Relationship: Evidence from China's Listed Firms (2011, result): “These pay levels were much lower than those reported in research for the U.S., U.K., and other countries (Brick et al., 2006; Merhebi et al., 2006; Kato et al., 2007; Basu et al., 2007).”
Firm performance, corporate governance and executive compensation in Pakistan (2018, result): “This is not the case for most of the other Asian countries (see, e.g. Basu et al. 2007; Conyon and He 2011; Kato, Kim, and Lee 2007).”
An Analysis of Corporate Social Responsibility and Firm Performance with Moderating Effects of CEO Power and Ownership Structure: A Case Study of the Manufacturing Sector of Pakistan (2019, background): “All components of CEO compensation in Pakistan are required to be published in annual reports, but other Asian countries may not disclose this information properly [113–115].”