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The use of stock-based pay for sorting: an empirical analysis of compensation for new CEOs

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  • Doyoung Kim

Abstract

Examining stock-based compensation for newly hired CEOs, this article finds that the sensitivity of stock-based pay to performance is higher for new economy, young and volatile firms. Of the components of stock-based pay, it is option grants that generate such variation across firms. It also finds that this cross-firm variation in pay-performance sensitivity is more pronounced for the CEO's first year in office. These findings support the view that firms use stock-based pay to new CEOs for sorting.

Suggested Citation

  • Doyoung Kim, 2010. "The use of stock-based pay for sorting: an empirical analysis of compensation for new CEOs," Applied Economics, Taylor & Francis Journals, vol. 42(23), pages 2999-3010.
    • Handle: RePEc:taf:applec:v:42:y:2010:i:23:p:2999-3010
    DOI: 10.1080/00036840801964807
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    Cited by:

    1. Manika Kohli, 2017. "How Responsive Executive Compensation is to Corporate Performance? An Indian Perspective," Indian Journal of Commerce and Management Studies, Educational Research Multimedia & Publications,India, vol. 8(2), pages 07-18, May.

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