Executive compensation policy and company performance in Japan

Research output: Contribution to journalArticle

28 Citations (Scopus)

Abstract

The purpose of this paper is to analyse whether companies' "way to pay their director" matters or not. Firstly, we fail to find a positive relationship between the performance-pay sensitivity and company performance. Thus, these results do not support our hypothesis that those companies that intensify the performance-pay sensitivity are more likely to improve their performance. In addition, this research fails to find a positive relationship between the change of pay policy and performance. These results are consistent with previous studies that directors' pay is not designed to motivate directors to work toward shareholders' value.

Original languageEnglish
Pages (from-to)429-436
Number of pages8
JournalCorporate Governance
Volume13
Issue number3
DOIs
Publication statusPublished - 2005 May

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Industry
Shareholders
Compensation and Redress
Japan
Company performance
Executive compensation
Pay-performance sensitivity
Compensation policy
Shareholder value
Pay policies

Keywords

  • Board of directors
  • Corporate governance
  • Executive compensation

ASJC Scopus subject areas

  • Management of Technology and Innovation
  • Strategy and Management
  • Business, Management and Accounting(all)

Cite this

Executive compensation policy and company performance in Japan. / Kubo, Katsuyuki.

In: Corporate Governance, Vol. 13, No. 3, 05.2005, p. 429-436.

Research output: Contribution to journalArticle

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