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Does Say‐on‐Pay Matter? Evidence from Say‐on‐Pay Proposals in the United States
16 references·4 citing·36 second hop
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References

  • 1990Performance Pay and Top-Management Incentives5,080 cited
  • 1981Rank-Order Tournaments as Optimum Labor Contracts4,568 cited
  • 1979Rank-Order Tournaments as Optimum Labor Contracts3,033 cited
  • 2008What Matters in Corporate Governance?2,903 cited
  • 2003Executive Compensation as an Agency Problem2,347 cited
  • 2001Are CEOs Rewarded for Luck? The Ones Without Principals Are1,740 cited
  • 1999The use of equity grants to manage optimal equity incentive levels1,457 cited
  • 2002Managerial Power and Rent Extraction in the Design of Executive Compensation1,405 cited
  • 1999CEO Involvement in the Selection of New Board Members: An Empirical Analysis1,297 cited
  • 2005CEO compensation, director compensation, and firm performance: Evidence of cronyism?874 cited
  • 1996Corporate governance and shareholder initiatives: Empirical evidence753 cited
  • 2004Who is in whose pocket? Director compensation, board independence, and barriers to effective monitoring615 cited
  • 2006Pay without Performance575 cited
  • 2005On the Benefits of Concurrent Lending and Underwriting539 cited
  • 2009Rank‐Order Tournaments and Incentive Alignment: The Effect on Firm Performance

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510 cited
  • 2009Electing Directors486 cited
  • Cited by

    • 2016Remuneration committees, shareholder dissent on CEO pay and the CEO pay–performance link31 cited
    • 2016The Impact of Investor Horizon on Say‐on‐Pay Voting31 cited
    • 2021The impact of shareholder intervention on overinvestment of free cash flow by overconfident CEOs23 cited
    • 2020Managerial discretion, say on pay, and CEO compensation18 cited