Say-on-Pay: Is Anybody Listening?
Stephani A. Mason,
Ann F. Medinets and
Dan Palmon ()
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Stephani A. Mason: DePaul University, USA
Ann F. Medinets: Rutgers Business School, USA
Dan Palmon: Rutgers Business School, USA
Multinational Finance Journal, 2016, vol. 20, issue 4, 273-322
Abstract:
There is an ongoing debate about whether executives receive excessive compensation, and if so, how to control it. Several countries have instituted say-on-pay rules (shareholders' right to vote on executive compensation) to reduce excessive compensation. However, determining the effectiveness of say-on-pay is difficult because its tenets vary by country due to political, institutional, cultural, economic, and social factors. Policy issues like say-on-pay are complex, ill-structured problems without definitive assumptions, theories, or solutions. Existing say-on-pay research is inconclusive, since some studies find no change in CEO compensation around its adoption, whereas other studies show that say-on-pay lowers CEO pay or changes its composition. This paper chronicles the history of say-on-pay, compares its implementation by groups (e.g. shareholders-initiated versus legislated and binding versus advisory), discusses the complexities of using say-on-pay to address excessive executive compensation, and recommends future research directions.
Keywords: executive compensation; say-on-pay; compensation regulation; shareholder activism; shareholder proposals; corporate governance (search for similar items in EconPapers)
JEL-codes: G38 M48 (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:mfj:journl:v:20:y:2016:i:4:p:273-322
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