STRATEGIC SATISFICING? A BEHAVIORAL--AGENCY THEORY PERSPECTIVE ON STOCK REPURCHASE PROGRAM ANNOUNCEMENTS

By W. G. Sanders, Mason A. Carpenter. 2003

174 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/483d880e9e67a12ee6b9cfe38910ab1395554b98

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Citations in the corpus

A Burden of Responsibility: The Role of Social Approval at the Onset of a Crisis (2014, background): “Others will be reluctant to expend the time and effort required to gathermore information and, thus, will be pacified by an organization’s mismatched posture (Connelly, Certo, Ireland, & Reutzel, 2011; Sanders & Carpenter, 2003).”
Agency theory: Review of Theory and Evidence on Problems and Perspectives (2017, background): “Many authors like Wiseman and Gomez-Mejia (1998), Sanders and Carpenter (2003) and Pepper and Gore (2012) have criticised the positive agency theory (Eisenhardt, 1989) on various grounds and they propounded a different agency theory called behavioural agency theory.”
The Effects of CEO Pay Structure on Corporate Social Performance (2006, methodology): “However, similar to Sanders and Carpenter (2003), we conducted a sensitivity analysis where we used two-digit SIC codes to calculate industry means for firm size and financial performance.”
How do threshold firms sustain corporate entrepreneurship? The role of boards and absorptive capacity (2009, background): “…chair's position, the existence of specialized committees on the board to carry out different functions, and the speedy dissemination of relevant information among directors are key determinants of board effectiveness (Johnson et al., 1996; Sanders and Carpenter, 2003; Sanders and Boivie, 2004).”
Behavioral Agency Theory (2015, methodology): “Agency theory has been a major component of the economic theory of the firm since the publication of formative work by Spence and Zeckhauser (1971), Alchian and Demsetz (1972), Ross (1973) and Jensen and Meckling (1976).”
The Pacification of Institutional Investors (2008, background): “…CEOs’ pay packages while motivating them to improve the firm’s shareholder performance through the use of long-term incentives that make pay contingent on returns to shareholders (Westphal and Zajac, 1998; Pollock, Fischer, and Wade, 2002; Sanders and Carpenter, 2003; Carpenter and Sanders, 2004).”
Corporate Social Responsibility and CEO Risk-Taking Incentives (2016, unknown): “Behavioral agency theory also suggests that situational characteristics moderate manager’s risk-seeking incentives (Wiseman and Gomez-Mejia, 1998; Sanders, 2001; Sanders and Carpenter, 2003).”
CEOS ON THE EDGE: EARNINGS MANIPULATION AND STOCK-BASED INCENTIVE MISALIGNMENT (2008, background): “Sanders and Carpenter (2003) found that CEOs paid with high levels of stock options were more likely to have their companies buy back company shares, even when growth opportunities were available to the companies.”
GETTING THEM TO THINK OUTSIDE THE CIRCLE: CORPORATE GOVERNANCE, CEOS' EXTERNAL ADVICE NETWORKS, AND FIRM PERFORMANCE (2008, methodology): “Although there are alternative approaches to valuing stock options, prior research has shown a very high correlation among measures that are based on different pricing techniques (Carpenter & Sanders, 2004; Sanders & Carpenter, 2003).”
Executive Compensation: A Multidisciplinary Review of Recent Developments (2007, unknown): “In Devers et al. / Executive Compensation 1027 related work, Sanders and Carpenter (2003) examined dividend policy from both goal alignment and risk preference alignment perspectives.”
Integrating Theories of Motivation (2006, background): “Also, stock repurchasing programs seem to be an explicit attempt to manage such shareholder shortsightedness (Sanders & Carpenter, 2003).”
Internal and External Corporate Governance: An Interface between an Organization and its Environment (2010, background): “Since the firm’s degree of internationalization is an important determinant of the complexity it faces (Sanders and Carpenter, 2003), FDI strategy will depend on its ability to deal with information asymmetries and the potential agency conflicts associated with overseas ventures.”