The pros and cons of rewarding social responsibility at the top
By P. Berrone, Luis R. Gómez-Mejía. 2009
127 citations recorded by the source corpus.
Subfields: Information Systems and Management, Marketing, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/fdd699edcf1ed6b9b359b2d7ec56f6cf6bcc8493
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In Information Systems and Management
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Citations in the corpus
- Corporate Governance and Executive Compensation for Corporate Social Responsibility (2015, unknown): “Following previous studies, we control for the two most widely established determinants of executive compensation: firm size and financial performance (Berrone and Gomez-Mejia, 2009).”
- Do Corporate Social Performance Targets in Executive Compensation Contribute to Corporate Social Performance? (2016, methodology): “Traditionally, incentives only addressed the financial performance of the firm (Berrone and Gomez-Mejia 2009b).”
- Tensions in Corporate Sustainability: Towards an Integrative Framework (2014, unknown): “…issues need to be addressed as part of the organisation’s strategy; yet key features of organisational design, such as formal reporting relations or managerial compensation schemes, may prevent the person from putting this belief into practice (Berrone and Gomez-Mejia 2009; Preuss and Walker 2011).”