Do corporate governance mechanisms influence CEO compensation? An empirical investigation of UK companies

By Neslihan Ozkan. 2007

289 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5107c515a9005c46bcba03e199035238ac1d96a1

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Citations in the corpus

Firm performance, corporate governance and executive compensation in Pakistan (2018, background): “In addition, they are likely to be plagued with communication and coordination problem (Ozkan 2007).”
Corporate governance structure and board of directors remuneration policies: evidence from Spain (2008, result): “…representatives and independents, who together may be treated as forming the percentage of non-executives, is significantly higher than the 55.63% and 47% of non-executive board members in the studies of Ozkan (2006) and Weir and Laing (2001), respectively, in respect of the British market.”
Do board characteristics drive firm performance? An international perspective (2019, methodology): “To check for endogeneity, we estimated our models by lagging the independent variables, consistent with Ozkan (2007), who supports the idea that endogeneity problems might be reduced by lagging explanatory variables (independent variables).”
Corporate governance and cash holdings in MENA: Evidence from internal and external governance practices (2017, unknown): “Ozkan (2007) confirms this issue for the UK.”
Board structure and corporate risk taking in the UK financial sector (2017, result): “These figures are consistent with some recently published UK studies in this area of research (e.g., Ozkan, 2007; Florackis & Ozkan, 2009; McNulty et al., 2013).”
CEO Compensation and Firm Performance: An Empirical Investigation of UK Panel Data (2007, methodology): “A recent study by Ozkan (2006) finds that institutional ownership has a significant and negative impact on the level of CEO compensation for a sample of 414 companies for the year 2003.”
The Determinants of Board Size and Composition: Evidence from the UK (2008, background): “3 Since UK outside directors are rarely held legally accountable for failing to fulfill their duties, they regard their role as being primarily that of advising rather than monitoring (e.g., Franks et al., 2001; Ozkan, 2007).”
Corporate Governance and Firm Performance: Evidence from the Insurance Sector of Ghana (2012, background): “Several studies (Pallathitta, 2005; Short et al., 2002; Tong and Ning, 2004; Ozkan, 2006; Jensen, 1986; Pound, 1988) have emphasised the important role of institutional investors in monitoring management activities through their representation on the board.”