Executive bonus compensation and financial leverage: do growth and executive ownership matter?
Emmanuel Adu-Ameyaw,
Albert Danso,
Samuel Acheampong and
Cynthia Akwei
International Journal of Accounting & Information Management, 2021, vol. 29, issue 3, 392-409
Abstract:
Purpose - This study aims to examine the impact of executive bonus compensation on a firm’s financial leverage policy and the extent to which this compensation–leverage relation is moderated by firm growth and executive ownership. Design/methodology/approach - Using data from 213 non-financial and non-utility UK FTSE 350 firms for the period 2007–2015, generating a total of 1,784 firm-year observations, panel econometric methods are used to test the model. Findings - Drawing insights from agency theoretic view, this paper uncovers that managerial cash bonus compensation is negatively and significantly related to financial leverage. However, stock bonus compensation has a positive and significant impact on leverage. This study also observes that compensation–leverage is moderated by both firm growth and executive ownership. The results remain robust to alternative econometric models. Originality/value - While this paper builds on the risk-motivated argument of executive bonus compensation literature, it is the first – to the best of the knowledge – to explore the bonus compensation-corporate financial leverage and, particularly, examine the extent to which firm growth and corporate executive ownership matter in this relationship.
Keywords: UK; Leverage; Executive bonus compensation; G30; G32; G34 (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijaimp:ijaim-09-2020-0141
DOI: 10.1108/IJAIM-09-2020-0141
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