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Journal ArticleDOI

Board Control, Remuneration Committees, and Top Management Compensation

Martin J. Conyon, +1 more
- 01 Apr 1998 - 
- Vol. 41, Iss: 2, pp 146-157
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TLDR
In this article, the role and impact of corporate governance mechanisms and the structure of boards of directors to explain variations in top management pay in the UK was examined. But, they found that boardroom control and vigilance has a limited effect in shaping top management compensation, neither the proportion of outside directors, nor CEO duality being related to management compensation.
Abstract
Assesses the relationship between boards of directors, compensation committees and top management pay, focusing on the role and impact of corporate governance mechanisms and the structure of boards of directors to explain variations in top management pay in the UK. Uses data from the 'Financial Times' top 100 companies to examine the relationship between: top management compensation, non-executive directors and corporate performance; top management compensation, existence of compensation committees and proportion of non-executives on these committees; and the relationship between top management compensation and Chief Executive Officer (CEO) duality. Finds that, in general, boardroom control and vigilance has a limited effect in shaping top management compensation, neither the proportion of outside directors, nor CEO duality being related to management compensation; and companies adopting compensation committees have higher levels of top management pay. Demonstrates that the direct effect of boardroom control variables on the level of management compensation is minimal.

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Citations
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Socioemotional Wealth and Corporate Responses to Institutional Pressures: Do Family-Controlled Firms Pollute Less?:

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How Much Does Performance Matter? A Meta-Analysis of CEO Pay Studies

TL;DR: In this article, a meta-analytic review of the empirical literature on the determinants of CEO pay was conducted, and the hypothesized relationships between firm size, performance, and CEO pay were tested.

Board composition and corporate performance: how the Australian experience informs contrasting theories of corporate governance

TL;DR: In this article, the authors examined the relationship between board demographics and corporate performance in 348 of Australia's largest publicly listed companies and described the attributes of these firms and their boards, finding that after controlling for firm size, board size is positively correlated with firm value.
Journal ArticleDOI

Board Composition and Corporate Performance: how the Australian experience informs contrasting theories of corporate governance

TL;DR: In this article, the authors examined the relationship between board demographics and corporate performance in 348 of Australia's largest publicly listed companies and described the attributes of these firms and their boards, finding that board size is positively correlated with firm value.
References
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Journal ArticleDOI

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TL;DR: This article investigated the relationship between management ownership and market valuation of the firm, as measured by Tobin's Q. In a 1980 cross-section of 371 Fortune 500 firms, they found evidence of a significant nonmonotonic relationship.
Journal ArticleDOI

Higher market valuation of companies with a small board of directors

TL;DR: In this paper, the authors present evidence consistent with theories that small boards of directors are more effective, using Tobin's Q as an approximation of market valuation, and find an inverse association between board size and firm value in a sample of 452 large U.S. industrial corporations.
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