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  1. Corporate Governance Reform and CEO Compensation: Intended and Unintended Consequences.Ella Mae Matsumura & Jae Yong Shin - 2005 - Journal of Business Ethics 62 (2):101-113.
    Recent scandals allegedly linked to CEO compensation have brought executive compensation and perquisites to the forefront of debate about constraining executive compensation and reforming the associated corporate governance structure. We briefly describe the structure of executive compensation, and the agency theory framework that has commonly been used to conceptualize executives acting on behalf of shareholders. We detail some criticisms of executive compensation and associated ethical issues, and then discuss what previous research suggests are likely intended and unintended consequences of some (...)
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  • A Survey of Governance Disclosures Among U.S. Firms.Lori Holder-Webb, Jeffrey Cohen, Leda Nath & David Wood - 2008 - Journal of Business Ethics 83 (3):543-563.
    Recent years have featured a spate of regulatory action pertaining to the development and/or disclosure of corporate governance structures in response to financial scandals resulting in part from governance failures. During the same period, corporate governance activists and institutional investors increasingly have called for increased voluntary governance disclosure. Despite this attention, there have been relatively few comprehensive studies of governance disclosure practices and response to the regulation. In this study, we examine a sample of 50 U.S. firms and their public (...)
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  • A model capturing ethics and executive compensation.Waymond Rodgers & Susana Gago - 2003 - Journal of Business Ethics 48 (2):189-202.
    This article develops and applies a knowledge-based framework for understanding and interpreting executive compensation under the rubric of ethical consideration. This framework classifies six major ethical considerations that reflect issues in compensation design. We emphasize that these six ethical considerations are influenced by liberty and equality concepts. This framework helps to highlight areas where executive compensation has not been well spelled out.
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  • Boards of Directors’ Self Interest: Expanding for Pay in Corporate Acquisitions?S. Trevis Certo, Catherine M. Dalton, Dan R. Dalton & Richard H. Lester - 2008 - Journal of Business Ethics 77 (2):219-230.
    Director compensation can potentially represent an ethical minefield. When faced with supporting strategic decisions that can lead to an increase in director pay, directors may consider their own interests and not solely those of the shareholders to whom they are legally bound to represent. In such cases, directors essentially become agents, rather than those installed to protect principals (shareholders) from agents. Using acquisitions as a study context, we employ a matched-pair design and find a statistically significant difference in outside director (...)
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