Which U.S. Market Interactions Affect CEO Pay? Evidence from U.K. Companies
University of Chicago - Booth School of Business
Joseph D. Piotroski
Stanford Graduate School of Business
Harvard Business School
Rock Center for Corporate Governance at Stanford University Working Paper No. 96
Management Science Journal, Forthcoming
This paper examines how different types of interactions with U.S. markets by non-U.S. firms are associated with higher level of CEO pay, greater emphasis on incentive-based compensation, and smaller pay gap with U.S. firms. Using a sample of CEOs of U.K. firms and using both broad cross-sectional and narrow event-window tests, we find that capital market relationship in the form of an U.S. exchange listing is related to higher U.K CEO pay; however, the effect is similar when U.K. firms have a listing in any foreign country implying a foreign listing effect not unique to the U.S. Product market relationships measured by the extent of sales in the U.S. by U.K. companies are associated with higher pay, greater use of U.S.-style pay arrangements, and a reduction in the U.S.-U.K. pay gap. The product market effect is incremental to the effect of a U.S. exchange listing, the extent of the firm’s non-U.S. foreign market interactions, and the characteristics of the executive. The U.S-U.K. CEO pay gap reduces in U.K. firms that make U.S. acquisitions. Further, the firm’s use of a U.S. compensation consultant increases the sensitivity of U.K. pay practices to U.S. product market relationships.
Number of Pages in PDF File: 34
Keywords: CEO compensation, international pay, globalization, corporate governance, incentives, cross-listing, United Kingdom
JEL Classification: G32, G34, G38
Date posted: January 11, 2011 ; Last revised: January 11, 2014
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