Assessing Managerial Power Theory A Meta-Analytic Approach to Understanding the Determinants of CEO Compensation

Although studies about the determinants of CEO compensation are ubiquitous, the balance of evidence for one of the more controversial theoretical approaches, managerial power theory, remains inconclusive. The authors provide a meta-analysis of 219 U.S.-based studies, focusing on the relationships be...

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Published inJournal of management Vol. 41; no. 1; pp. 164 - 202
Main Authors van Essen, Marc, Otten, Jordan, Carberry, Edward J.
Format Journal Article
LanguageEnglish
Published Los Angeles, CA SAGE Publications 01.01.2015
Sage Publications Ltd
Subjects
Agency theory
Chief executive officers
Chief executives
Compensation
Corporate governance
Determinants
Executive compensation
Meta-analysis
Metabolic disorders
Organizational performance
Pay
Pay for performance
Power
Studies
Theory
U.S.A
United States > US
meta-analysis
corporate governance
executive compensation
managerial power theory
agency theory
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Abstract Although studies about the determinants of CEO compensation are ubiquitous, the balance of evidence for one of the more controversial theoretical approaches, managerial power theory, remains inconclusive. The authors provide a meta-analysis of 219 U.S.-based studies, focusing on the relationships between indicators of managerial power and levels of CEO compensation and CEO pay-performance sensitivities. The results indicate that managerial power theory is well equipped for predicting core compensation variables such as total cash and total compensation but less so for predicting the sensitivity of pay to performance. In most situations where CEOs are expected to have power over the pay setting process, they receive significantly higher levels of total cash and total compensation. In contrast, where boards are expected to have more power, CEOs receive lower total cash and total compensation. In addition, powerful directors also appear to be able to establish tighter links between CEO compensation and firm performance and can accomplish this even in the face of powerful CEOs. The authors discuss the implications for theory and research regarding the determinants of executive compensation.
AbstractList Although studies about the determinants of CEO compensation are ubiquitous, the balance of evidence for one of the more controversial theoretical approaches, managerial power theory, remains inconclusive. The authors provide a meta-analysis of 219 U.S.-based studies, focusing on the relationships between indicators of managerial power and levels of CEO compensation and CEO pay-performance sensitivities. The results indicate that managerial power theory is well equipped for predicting core compensation variables such as total cash and total compensation but less so for predicting the sensitivity of pay to performance. In most situations where CEOs are expected to have power over the pay setting process, they receive significantly higher levels of total cash and total compensation. In contrast, where boards are expected to have more power, CEOs receive lower total cash and total compensation. In addition, powerful directors also appear to be able to establish tighter links between CEO compensation and firm performance and can accomplish this even in the face of powerful CEOs. The authors discuss the implications for theory and research regarding the determinants of executive compensation.
Although studies about the determinants of CEO compensation are ubiquitous, the balance of evidence for one of the more controversial theoretical approaches, managerial power theory, remains inconclusive. The authors provide a meta-analysis of 219 U.S.-based studies, focusing on the relationships between indicators of managerial power and levels of CEO compensation and CEO pay-performance sensitivities. The results indicate that managerial power theory is well equipped for predicting core compensation variables such as total cash and total compensation but less so for predicting the sensitivity of pay to performance. In most situations where CEOs are expected to have power over the pay setting process, they receive significantly higher levels of total cash and total compensation. In contrast, where boards are expected to have more power, CEOs receive lower total cash and total compensation. In addition, powerful directors also appear to be able to establish tighter links between CEO compensation and firm performance and can accomplish this even in the face of powerful CEOs. The authors discuss the implications for theory and research regarding the determinants of executive compensation. Reprinted by permission of Sage Publications Ltd
Author Carberry, Edward J.
van Essen, Marc
Otten, Jordan
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Snippet Although studies about the determinants of CEO compensation are ubiquitous, the balance of evidence for one of the more controversial theoretical approaches,...
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StartPage 164
SubjectTerms Agency theory
Chief executive officers
Chief executives
Compensation
Corporate governance
Determinants
Executive compensation
Meta-analysis
Metabolic disorders
Organizational performance
Pay
Pay for performance
Power
Studies
Theory
U.S.A
Subtitle A Meta-Analytic Approach to Understanding the Determinants of CEO Compensation
Title Assessing Managerial Power Theory
URI https://journals.sagepub.com/doi/full/10.1177/0149206311429378
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Volume 41
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