Article2009

The pros and cons of rewarding social responsibility at the top

128 citations0/0 files storedHuman Resource Management

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Corporate Social Responsibility Reporting Corporate Finance and Governance Corporate Governance and Financial Management

Abstract

Abstract Overemphasis on financial performance criteria to award incentives for CEOs has often been mentioned as one of the main culprits behind recent corporate scandals. In response, there is a growing chorus for inclusion of social performance criteria in the design of executive compensation schemes. To date, however, very little is known about the true benefits of this practice. This article critically discusses the potential advantages and pitfalls of this recommendation. © 2009 Wiley Periodicals, Inc.

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References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields 2007The Social Responsibility of Business Is to Increase Its Profits 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts 1983The Iron Caged Revisited : Institutional Isomorphism and Collective Rationality in Organizational Fields 1995Institutions and organizations 2003Corporate Social and Financial Performance: A Meta-Analysis 1991Strategic Responses to Institutional Processes

Cited by

2015Green or Greed? An Alternative Look at CEO Compensation and Corporate Environmental Commitment 2016The Impact of Board Structure on Corporate Social Responsibility: A Temporal View 2012Think Global, Invest Responsible: Why the Private Equity Industry Goes Green 2015Sustainability Targets in Executive Remuneration: Targets, Time Frame, Country and Sector Specification 2016Determinants and Performance Effects of Social Performance Measurement Systems

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