Executive Pay Restrictions: Do They Restrict Firms’ Willingness to Participate in TARP?

The brand is a powerful representational and identification-led asset that can be used to engage staff in creative, sustainable and developmental activities. Being a brand the result of, foremost, a design exercise, it is fair to suppose that it can be a relevant resource for the advancement of design literacy within organisational contexts. The main objective of this paper was to test and validate an interaction structure for an informed co-design process on visual brand artefacts. To carry on the empirical study, a university was chosen as case study as these contexts are generally rich in employee diversity. A non-functional prototype was designed, and walkthroughs were performed in five focus groups held with staff. The latter evidenced a need/wish to engage with basic design principles and high willingness to participate in the creation of brand design artefacts, mostly with the purposeof increasing its consistent use and innovate in its representation possibilities, whilst augmenting the brand’s socially responsible values.

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The Moderating Effect of Customers' Willingness to Participate in Service Recovery and its Impacting Factors - An Empirical Analysis

Journal of Service Management Research ◽

10.15358/2511-8676-2018-3-17 ◽

2018 ◽

Vol 2 (3) ◽

pp. 17-29

Author(s):

Nicola Bilstein

Keyword(s):

Empirical Analysis ◽

Service Recovery ◽

Moderating Effect ◽

Willingness To Participate ◽

Impacting Factors

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The Effects of Promotion Probability on Executive Pay

Korean Accounting Journal ◽

10.24056/kaj.2020.11.003 ◽

2020 ◽

Vol 29 (6) ◽

pp. 95-128

Author(s):

Jae Yong Shin ◽

Sun-Moon Jung ◽

Sang Woo Ahn

Keyword(s):

Executive Pay

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CEO Compensation and Acquired and Acquiring Companies in Large Corporate Acquisitions

GIS Business ◽

10.26643/gis.v11i5.3423 ◽

2016 ◽

Vol 11 (5) ◽

pp. 01-13

Author(s):

Simon Yang

Keyword(s):

Firm Performance ◽

Executive Compensation ◽

Ceo Compensation ◽

Relative Sensitivity ◽

Matched Sample ◽

Executive Pay ◽

Corporate Acquisitions ◽

Acquiring Firms ◽

Managerial Power ◽

To Receive

This paper examines the relative sensitivity of CEO compensation of both acquiring and acquired firms in the top 30 U.S. largest corporate acquisitions in each year for the period of 2003 to 2012. We find that total compensation and bonus granted to executive compensation for acquired companies, not acquiring companies, are significantly related to the amount of acquisition deal even after the size and firm performance are controlled for. Both acquiring and acquired CEOs are found to make the significantly higher compensation than the matched sample firms in the same industry and calendar year. We also find that executives with higher managerial power, as measured by a lower salary-based compensation mix, prior to a corporate acquisition are more likely to receive a higher executive pay in the year of acquisition. The association between executive compensation and managerial power seems to be stronger for acquired firms than for acquiring firms in corporate acquisition. Overall, our findings suggest that corporate acquisition has higher impacts on executive compensation for acquired firm CEOs than for acquiring firm CEOs.

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