CEO compensation: does it pay to be green?

By Peter A. Stanwick, Sarah D. Stanwick. 2001

141 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5e1fcdba9e5f8b077783468ed49f468007c7a500

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Citations in the corpus

The pros and cons of rewarding social responsibility at the top (2009, methodology): “Some concluded that CEOs “pay the price” for socially correct behaviors (Coombs and Gilley, 2005), and that they “are encouraged not to have a high environmental reputation” (Stanwick and Stanwick, 2001: 180).”
Do Corporate Social Performance Targets in Executive Compensation Contribute to Corporate Social Performance? (2016, background): “A negative relationship has been found to exist between executive salaries and firms’ environmental reputation (Coombs and Gilley 2005), executive salaries and CSP (Cai et al. 2011; K. Maas Stanwick and Stanwick 2001), and short-term bonuses and CSP (Deckop et al. 2006).”
Do Environmental Management Systems Improve Business Performance in an International Setting (2008, background): “Previous studies that evaluate the broader link between an organization's environmental strategies and its business performance offer mixed results, with some studies demonstrating that an organization's proactive environmental activities lead to improved business performance (e.g., Russo and Fouts,”
Corporate Social Responsibility Performance, Incentives, and Learning Effects (2020, background): “While a growing number of firms are linking executive compensation to the achievement of CSR goals, empirical findings on the effect of using these incentive systems are mixed (Berrone and Gomez-Mejia 2009; Cai et al. 2011; Coombs and Gilley 2005; Cordeiro and Sarkis 2008; Deckop 2006; Eccles et al.”