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The Impact of CSR on the Asymmetric Pay-for-Performance Sensitivity of CEO Compensation

Author

Listed:
  • Mo, Kyoungwon

    (Chung-Ang University)

  • Kyung Jin , Park

    (Myongji University)

  • YoungJin, Kim

    (Korea Advanced Institute of Science and Technology)

Abstract

t was examine whether the Corporate Social Responsibility (CSR) activities affect the asymmetric P ay - for - Performance Sensitivity (PPS) of the compensation of a firm’s Chief Executive Offic er (CEO). Recent studies find that while a CEO’s compensation increases by a large amount when the firm’s performance is good, it dec r eases only by a small amount when the performance is poor. This study shows that such downward CEO compensation stickiness is mitigated by the firm’s CSR performance. Using various regression analyses, we find that CSR not only decreases the excessively high PPS for positive performance firms, but also increases the excessively low PPS for negative performance firms. This result can be evidence consistent with the theory that the CSR benefits the shareholders .

Suggested Citation

  • Mo, Kyoungwon & Kyung Jin , Park & YoungJin, Kim, 2018. "The Impact of CSR on the Asymmetric Pay-for-Performance Sensitivity of CEO Compensation," International Journal of Entrepreneurship, Allied Business Academies, vol. 22(4), January.
    • Handle: RePEc:ris:ijentr:0072
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    Keywords

    Corporate Social Responsibility; CEO Pay-For-Performance Sensitivity; CEO Compensation Stickiness; Agency Problem; CEO Power.;
    All these keywords.

    JEL classification:

    • M21 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Economics - - - Business Economics

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