Ordering Top Pay: Interpreting the Signals*

By S. Perkins, Chris Hendry. 2005

150 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems

View Paper: https://www.semanticscholar.org/paper/9aebf06e2ea1a0516e43ac6f5a4a9c5a1c2059c3

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Brian L. Connelly
2. R. Duane Ireland
3. S. Certo
4. Igor Filatotchev
5. Thomas H. Allison
6. Timothy G. Pollock

In Management Information Systems

1. Sandy J. Wayne
2. Brian L. Connelly
3. Gordon W. Cheung
4. César Camisón
5. Beatriz Forés

Citations in the corpus

• Signaling Theory: A Review and Assessment (2011, background): “Others have noted how some receivers interpret signals differently than others do (Perkins & Hendry, 2005; Srivastava, 2001).”
• Which updates during an equity crowdfunding campaign increase crowd participation? (2016, unknown): “This is directly related to the role of receivers’ characteristics for signal effectiveness (Perkins and Hendry 2005).”
• Too Good to be True: Board Structural Independence as a Moderator of CEO Pay-for-Firm-Performance (2011, unknown): “Perkins and Hendry (2005) found that nominally independent directors admitted that they were inclined to accept with minimal questioning the recommendations pertaining to executive rewards that were made by the top management team itself.”
• Directors' remuneration and performance in Australian banking (2007, unknown): “Bender (2003) and Perkins and Hendry (2005) review some of these theories.”
• Trademarks and Venture Capital Valuation (2014, unknown): “Signals can also have a negative value (Perkins and Hendry, 2005), meaning that the receiver reduces its valuation of the sender when the signal is observed.”
• The ripple effect: A spillover model of the detrimental impact of work–family conflict on job success (2017, background): “Applying this to the workplace, supervisors play a key role in making actionable judgments about their direct reports and, as such, will scan employee behavior to gather signals about each employee's potential (Paustian-Underdahl et al., 2016; Perkins & Hendry, 2005).”