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  1. The ethical and social dimensions of executive compensation.Terence Tse, Khaled Soufani & Lucie Roux - forthcoming - Business Ethics: A Critical Approach: Integrating Ethics Across the Business World.
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  2. Giving Executives Their Due: Just Pay, Desert and Equality.Alexander Andersson - 2021 - Dissertation, University of Gothenburg
    Before, during, and after the global financial crisis of 2008, executive pay practices were widely debated and criticized. Economists, philosophers, as well as the man on the street all seem to have strong feelings towards how much, in what ways, and on what grounds executives are paid. This thesis asks whether it is possible to morally justify current executive pay practices and, if so, on what grounds they are justified. It questions those who find no quarrel with pay practices due (...)
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  3. The Rise and Fall of WeWork.Garrett Pendergraft - 2021 - SAGE Business Cases.
    This case examines the rise and fall of WeWork—a company that experienced one of the most dramatic changes of fortune in technology company history. For several years, WeWork was a Silicon Valley darling, growing at breakneck speed with visionary Adam Neumann at the helm. By some estimates, Neumann’s company was worth $47 billion in January of 2019. But when the company filed paperwork in preparation for going public later that year, investors balked at the details revealed in the documents: billions (...)
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  4. What’s in a Wage? A New Approach to the Justification of Pay.Jeffrey Moriarty - 2020 - Business Ethics Quarterly 30 (1):119-137.
    ABSTRACT:In this address, I distinguish and explore three conceptions of wages. A wage is a reward, given in recognition of the performance of a valued task. It is also an incentive: a way to entice workers to take and keep jobs, and to motivate them to work hard. Finally, a wage is a price of labor, and like all prices, conveys valuable information about relative scarcity. I show that each conception of wages has its own normative logic, or appropriate justification, (...)
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  5. CEO Pay and the Argument from Peer Comparison.Joakim Sandberg & Alexander Andersson - 2020 - Journal of Business Ethics 175 (4):759-771.
    Chief executive officers (CEOs) are typically paid great amounts of money in wages and bonuses by commercial companies. This is sometimes defended with an argument from peer comparison; roughly that “our” CEO has to be paid in accordance with what other CEOs at comparable companies get. At first glance this seems like a poor excuse for morally outrageous pay schemes and, consequently, the argument has been ignored in the previous philosophical literature. In contrast, however, this article provides a partial defence (...)
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  6. Linking Societal Trust and CEO Compensation.Kiridaran Kanagaretnam, Abdul-Rahman Khokhar & Amin Mawani - 2018 - Journal of Business Ethics 151 (2):295-317.
    We examine the association between societal trust and the levels of CEO compensation and the proportion of equity-based compensation of 897 firm-years from 18 countries over the 2007–2013 period. We find both the levels of CEO compensation as well as the proportion of equity-based compensation to be lower in countries with higher levels of societal trust. This suggests that costly regulations on CEO compensation may not be as necessary in jurisdictions with higher levels of societal trust. We also examine the (...)
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  7. Do Corporate Social Performance Targets in Executive Compensation Contribute to Corporate Social Performance?Karen Maas - 2018 - Journal of Business Ethics 148 (3):573-585.
    To deal with potential conflicts between the triple-bottom-line expectations of investors and the performance of executives, firms can use incentives by integrating corporate social performance targets into executive compensation. No evidence yet exists that CSP targets in executive compensation actually lead to an improvement of CSP results. Using a panel data set of 400 firms for the years 2008–2012 leading to 1846 firm-year observations, the relationships between CSP targets and CSP results and CSP improvements are analyzed. The results show that (...)
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  8. Risky Pay and the Financial Crisis: Who's Responsible?Jeffrey Moriarty - 2018 - Midwest Studies in Philosophy 42 (1):156-173.
    According to an existing “environmental” narrative, the financial crisis of 2007-2009 was due in part to executive compensation packages in the financial services industry that incentivized excessive risk-taking. Also according to this narrative, those who have a duty to protect society – principally, government regulators, but also firms themselves – are open to blame for how executives were paid, and must take steps to change executive compensation. This narrative is important but incomplete. I offer a supplementary “agential” narrative. According to (...)
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  9. The Association Between Gender-Diverse Compensation Committees and CEO Compensation.Martin Bugeja, Zoltan Matolcsy & Helen Spiropoulos - 2016 - Journal of Business Ethics 139 (2):375-390.
    We examine the association between gender-diverse compensation committees and CEO pay and find that CEO compensation levels are negatively associated with gender-diversity of the compensation committee, but not gender-diversity of the board. Furthermore, we find that excess CEO compensation is negatively related to subsequent return on assets for firms with an all-male compensation committee but not for firms with a gender-diverse compensation committee. These results suggest that CEOs do receive some level of excess compensation which can be mitigated by having (...)
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  10. Executive Compensation and Corporate Fraud in China.Martin J. Conyon & Lerong He - 2016 - Journal of Business Ethics 134 (4):669-691.
    This study investigates the relation between CEO compensation and corporate fraud in China. We document a significantly negative correlation between CEO compensation and corporate fraud using data on publicly traded firms between 2005 and 2010. Our findings are consistent with the hypothesis that firms penalize CEOs for fraud by lowering their pay. We also find that CEO compensation is lower in firms that commit more severe frauds. Panel data fixed effects and propensity score methods are used to demonstrate these effects. (...)
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  11. Regulatory Multiplicity and Conflict: Towards a Combined Code on Corporate Governance in Nigeria.Louise Osemeke & Emmanuel Adegbite - 2016 - Journal of Business Ethics 133 (3):431-451.
    Given the multiplicity of codes designed to regulate different stakeholders in terms of promoting good corporate governance, this paper examines areas of conflicts among the various codes and the associated implications for corporate governance practices and regulatory compliances by public-listed Nigerian firms. Using the conflict-signalling theory for developing the conceptual framework, this study examines the proliferation of codes in Nigeria, through a mixed method approach to provide an exploratory account of the implications of corporate governance regulatory multiplicity. Evidence suggests the (...)
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  12. Compensation Ethics and Organizational Commitment.Jeffrey Moriarty - 2014 - Business Ethics Quarterly 24 (1):31-53.
    ABSTRACT:If an employee is committed to his firm—if he is “attached” or “bound” to it—then his firm may be able to obtain a discount on his labor. This paper asks: Is it wrong for firms to do so? If we understand just or fair pay solely in terms of voluntary agreements between employers and employees, the answer seems to be ‘no.’ Against this, I argue that, in some cases, it is ‘yes.’ In particular, it is wrong for firms to try (...)
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  13. Executive Compensation.Thomas Donaldson - 2013 - In Hugh LaFollette (ed.), The International Encyclopedia of Ethics. Hoboken, NJ: Blackwell.
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  14. Do the Top 1% Deserve Their Pay Packages?: And Why?Joseph Fulda - 2013 - Reason Papers 35 (1):187-192.
  15. Executive Pay and Legitimacy: Changing Discursive Battles Over the Morality of Excessive Manager Compensation. [REVIEW]Maria Joutsenvirta - 2013 - Journal of Business Ethics 116 (3):459-477.
    How is the (il)legitimacy of manager compensation constructed in social interaction? This study investigated discursive processes through which heavily contested executive pay schemes of the Finnish energy giant Fortum were constructed as (il)legitimate in public during 2005–2009. The critical discursive analysis of media texts identified five legitimation strategies through which politicians, journalists, and other social actors contested these schemes and, at the same time, constructed subject positions for managers, politicians, and citizens. The comparison of two debate periods surrounding the 2007–2008 (...)
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  16. Vice or Virtue? The Impact of Corporate Social Responsibility on Executive Compensation.Ye Cai, Hoje Jo & Carrie Pan - 2011 - Journal of Business Ethics 104 (2):159-173.
    We empirically examine the impact of corporate social responsibility (CSR) on CEO compensation using a large sample of the US firms from 1996 to 2010. We develop and test two hypotheses, the overinvestment hypothesis based on agency theory and the conflict–resolution hypothesis based on stakeholder theory. We find that the lag of CSR adversely affects both total compensation and cash compensation, after controlling for various firm and board characteristics. Our estimates show that an interquartile increase in CSR is followed by (...)
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  17. A Moral and Economic Defense of Executive Compensation.John Dobson - 2011 - Business and Professional Ethics Journal 30 (1-2):59-70.
    A great deal has been written in recent years about the justification, if any, for the current levels of executive compensation. The folk consensus is that the current levels of executive compensation are unjustifiably high from both a moral and an economic perspective. In the case of the former, the compensation level is unfair and unjust. And in the case of the latter, the compensation level is not in the broader interests of other stakeholders or of firm-value maximization.In this paper (...)
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  18. Dialogue - CEO Compensation.Robert Kolb & Jeffrey Moriarty - 2011 - Business Ethics Quarterly 21 (4):679-691.
    Must CEOs Be Saints? Contra Moriarty on CEO Abstemiousness by Robert KolbIn this journal, Jeffrey Moriarty argued that CEOs must refuse to accept compensation above the minimum compensation that will induce them to accept and per­form their jobs. Acting otherwise, he maintains, violates the CEO’s fiduciary duty, even for a CEO new to the firm. I argue that Moriarty’s conclusion rests on a failure to adequately distinguish when a person acts as a fiduciary from when she acts on her own (...)
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  19. Justice in compensation: a defense.Jeffrey Moriarty - 2011 - Business Ethics 21 (1):64-76.
    Business ethicists have written much about ethical issues in employment. Except for a handful of articles on the very high pay of chief executive officers and the very low pay of workers in overseas sweatshops, however, little has been written about the ethics of compensation. This is prima facie strange. Workers care about their pay, and they think about it in normative terms. This article's purpose is to consider whether business ethicists' neglect of the normative aspects of compensation is justified. (...)
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  20. Executive compensation : unjust or just right?John R. Boatright - 2010 - In George G. Brenkert & Tom L. Beauchamp (eds.), The Oxford Handbook of Business Ethics. Oxford University Press.
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  21. A Fair Wage? Capping Executive Compensation.Julian Friedland - 2010 - Journal of Business Ethics Education 7:129-139.
    This case study highlights some of the latest research on setting executive compensation at ethical levels. The board of directors of Spade’s, a mid-size U.S. hardware chain, considers altering the pay package of its incoming CEO to best align his interests with those of shareholders and stakeholders. Students are invited to consider various options on current trends, which seem attractive and convincing on the surface, but might present certain risks over the longer term. Five compensation components are analyzed, namely, salary (...)
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  22. Editorial: “Executive Compensation”.Marjorie Chan - 2009 - Open Ethics Journal 3 (2):40-41.
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  23. Hot topic: “Executive compensation”.Marjorie Chan - 2009 - Open Ethics Journal 3 (1):40-90.
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  24. How to Rein in Executive Compensation?Marjorie Chan - 2009 - Open Ethics Journal 3 (2):81-90.
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  25. Why is Industry Related to CEO Compensation?: A Managerial Discretion Explanation.Sydney Finkelstein - 2009 - Open Ethics Journal 3 (2):42-56.
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  26. What’s Wrong with Executive Compensation?Jared D. Harris - 2009 - Journal of Business Ethics 85 (S1):147-156.
    I broadly explore the question by examining several common criticisms of CEO pay through both philosophical and empirical lenses. While some criticisms appear to be unfounded, the analysis shows not only that current compensation practices are problematic both from the standpoint of distributive justice and fairness, but also that incentive pay ultimately exacerbates the very agency problem it is purported to solve.
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  27. Are Stock Options Grants to CEOs of Stagnant Firms Fair and Justified?Kiridaran Kanagaretnam, Gerald J. Lobo & Emad Mohammad - 2009 - Journal of Business Ethics 90 (1):137-155.
    Prior research has examined several ethical questions related to executive compensation. The issues that have received most attention are whether executives' pay is fair and justified by performance. Since more recent studies show that stock options grants constitute the single largest component in executive compensation, we examine the relations of these grants to economic determinants and corporate governance for firms in the stagnant stage of their lifecycle. We find that, on average, stock options grants comprise a significant portion of annual (...)
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  28. How Much Compensation Can CEOs Permissibly Accept?Jeffrey Moriarty - 2009 - Business Ethics Quarterly 19 (2):235-250.
    ABSTRACT:Debates about the ethics of executive compensation are dominated by familiar themes. Many writers consider whether the amount of pay CEOs receive is too large—relative to firm performance, foreign CEO pay, or employee pay. Many others consider whether the process by which CEOs are paid is compromised by weak or self-serving boards of directors. This paper examines the issue from a new perspective. I focus on the dutiesexecutives themselveshave with respect totheir owncompensation. I argue that CEOs’ fiduciary duties place a (...)
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  29. Economic, Moral, and Motivational Criteria of Executive Compensation: Recent Developments.Lawrence A. Vitulano & S. J. Hannafey - 2009 - Open Ethics Journal 3 (2):67-70.
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  30. The Ethics of Managerial Compensation: The Case of Executive Stock Options.James J. Angel & Douglas M. McCabe - 2008 - Journal of Business Ethics 78 (1-2):225-235.
    This paper examines the ethics of contemporary managerial compensation in the context of executive stock options. Economic considerations would dictate that executive stock options should be adjusted to eliminate the effect of overall stock market movements which are beyond the control of the executive. However, in practice, most executive stock options are not adjusted to control for these outside factors. Agency considerations are the most likely culprit. Adjusting for the influence of outside factors, such as a generally rising stock market, (...)
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  31. Executive Compensation.Marjorie Chan - 2008 - Business and Society Review 113 (1):129-161.
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  32. Merger and acquisition related determinants of executive compensation arrangements' adoption.Virginia Bodolica, Michel Magnan & Martin Spraggon - 2007 - International Journal of Business Governance and Ethics 3 (4):407-429.
    Previous research has investigated the links between Mergers and Acquisitions (M&As) and the monetary magnitude of executive compensation, but failed to inquire how the adoption of specific attributes of compensation contacts relates to M&A activities. We address this gap in the literature by examining the impacts of some M&A characteristics and acquirers' features on the adoption of executive compensation protection provisions and new Long-Term Incentive Plans (LTIPs). The study adopts a longitudinal design before after M&A deals for 80 Canadian acquiring (...)
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  33. Does 'best practice' in setting executive pay in the UK encourage 'good' behaviour?Ruth Bender & Lance Moir - 2006 - Journal of Business Ethics 67 (1):75 - 91.
    We examine how UK listed companies set executive pay, reviewing the implications of following best practice in corporate governance and examining how this can conflict with what shareholders and other stakeholders might perceive as good behaviour. We do this by considering current governance regulation in the light of interviews with protagonists in the debate, setting out the dilemmas faced by remuneration-setters, and showing how the processes they follow can lead to ethical conflicts.Current ‘best’ practice governing executive pay includes the use (...)
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  34. The Effect of Ethical Fund Portfolio Inclusion on Executive Compensation.James A. Brander - 2006 - Journal of Business Ethics 69 (4):317-329.
    This paper divides firms in the Standard and Poor’s 500 (S&P 500) into two groups based on inclusion in or exclusion from the Domini Social Index (DSI). Inclusion in the DSI is interpreted as a positive indicator of ethical status. Using data for the 1992–2003 period, I provide evidence that chief executive officer (CEO) compensation, other executive compensation, and director compensation tend to be lower in DSI firms than in other firms in the S&P 500. This applies to the unconditional (...)
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  35. An Examination of the Structure of Executive Compensation and Corporate Social Responsibility: A Canadian Investigation.Lois Schafer Mahoney & Linda Thorn - 2006 - Journal of Business Ethics 69 (2):149-162.
    We explore the extent to which Boards use executive compensation to incite firms to act in accordance with social and environmental objectives (e.g., Johnson, R. and D. Greening: 1999, Academy of Management Journal 42(5), 564-578; Kane, E. J.: 2002, Journal of Banking and Finance 26, 1919-1933.). We examine the association between executive compensation and corporate social responsibility (CSR) for 77 Canadian firms using three key components of executives' compensation structure: salary, bonus, and stock options. Similar to prior research (McGuire, J., (...)
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  36. The Effects of Fraud and Lawsuit Revelation on U.S. Executive Turnover and Compensation.Obeua S. Persons - 2006 - Journal of Business Ethics 64 (4):405-419.
    This study investigates the impact of fraud/lawsuit revelation on U.S. top executive turnover and compensation. It also examines potential explanatory variables affecting the executive turnover and compensation among U.S. fraud/lawsuit firms. Four important findings are documented. First, there was significantly higher executive turnover among U.S. firms with fraud/lawsuit revelation in the Wall Street Journal than matched firms without such revelation. Second, although on average, U.S. top executives received an increase in cash compensation after fraud/lawsuit revelation, this increase is smaller than (...)
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  37. Corporate Governance Reform and CEO Compensation: Intended and Unintended Consequences.Ella Mae Matsumura & Jae Yong Shin - 2005 - Journal of Business Ethics 62 (2):101-113.
    Recent scandals allegedly linked to CEO compensation have brought executive compensation and perquisites to the forefront of debate about constraining executive compensation and reforming the associated corporate governance structure. We briefly describe the structure of executive compensation, and the agency theory framework that has commonly been used to conceptualize executives acting on behalf of shareholders. We detail some criticisms of executive compensation and associated ethical issues, and then discuss what previous research suggests are likely intended and unintended consequences of some (...)
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  38. Do CEOS get Paid too much?Jeffrey Moriarty - 2005 - Business Ethics Quarterly 15 (2):257-281.
    Abstract:In 2003, CEOs of the 365 largest U.S. corporations were paid on average $8 million, 301 times as much as factory workers. This paper asks whether CEOs get paid too much. Appealing to widely recognized moral values, I distinguish three views of justice in wages: the agreement view, the desert view, and the utility view. I argue that, no matter which view is correct, CEOs get paid too much. I conclude by offering two ways CEO pay might be reduced.
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  39. Transgenerational Compensation.George Sher - 2005 - Philosophy and Public Affairs 33 (2):181-200.
  40. Stock option repricing: Heads I win, tails you lose. [REVIEW]Avinash Arya & Huey-Lian Sun - 2004 - Journal of Business Ethics 50 (4):297-312.
    Recent scandals at Enron, WorldCom and Global Crossing have put the ethical spotlight on corporate malfeasance as never before. However, these are the situations in which management knew that they made the wrong choice. As professor Joseph Badaracco of Harvard Business School points out, the real ethical dilemmas arise when people must choose between right and right — where both choices can be justified, yet one must be chosen over the other. Whether or not to reprice stock options represents one (...)
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  41. Executive compensation and earnings persistence.Allan S. Ashley & Simon S. M. Yang - 2004 - Journal of Business Ethics 50 (4):369-382.
    Governing boards utilize executive compensation contracts in an attempt to align executive actions with corporate goals. The objective is to ensure that executive performance provides value to the organization in terms of successful outcomes. A key performance criteria typically specified in CEO compensation contracts is earnings targets. However, using earnings as a performance evaluation may be problematic because some firms exhibit robust and sustained earnings over time (high earnings persistence), and other firms, such as high growth oriented firms, exhibit weak (...)
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  42. Call for Papers: the Ethics of Executive Compensation.Robert Kolb - 2004 - Philosophy for Business 4.
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  43. Assessing American executive compensation: a cautionary tale for Europeans.John J. McCall - 2004 - Business Ethics, the Environment and Responsibility 13 (4):243-254.
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  44. An ethical perspective on CEO compensation.Mel Perel - 2003 - Journal of Business Ethics 48 (4):381-391.
    The controversial issue of whether Chief Executive Officer (CEO) compensation is excessive or appropriate is examined in terms of two competing claims: that CEOs are overpaid for the value they provide to an enterprise, and that CEO compensation is inherently equitable. Various arguments and perspectives on both sides of the issue are assessed. Little evidence supports the claim that CEO performance justifies very high compensation. Further, the complex interactive alliance between boards of directors and CEOs compromises rational decision-making about CEO (...)
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  45. A model capturing ethics and executive compensation.Waymond Rodgers & Susana Gago - 2003 - Journal of Business Ethics 48 (2):189-202.
    This article develops and applies a knowledge-based framework for understanding and interpreting executive compensation under the rubric of ethical consideration. This framework classifies six major ethical considerations that reflect issues in compensation design. We emphasize that these six ethical considerations are influenced by liberty and equality concepts. This framework helps to highlight areas where executive compensation has not been well spelled out.
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  46. Executive compensation: Excessive or equitable? [REVIEW]Donald Nichols & Chandra Subramaniam - 2001 - Journal of Business Ethics 29 (4):339 - 351.
    The eighties and nineties have seen much debate about CEO compensation. Critics of CEO compensation support their contention of excessive and inequitable CEO pay based on a number of factors and premises. This paper examines the validity of these arguments. We show why many of these arguments fail to persuade, in part, because they attempt to determine propriety of CEO pay without having a definitive standard for comparison. Arguments based on comparisons between CEO pay and the pay of other individuals (...)
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  47. Of firms and farms: Agricultural ethics and the problem of compensation. [REVIEW]Jan Vorstenbosch - 2000 - Journal of Agricultural and Environmental Ethics 12 (1):81-98.
    Compensating farmers out of public funds for financiallosses due to adverse weather conditions and animaldiseases is fairly common in most Western countries.This government policy differs from that towardsentrepeneurs in other economic branches. Whatjustifies this differential treatment? In the firstpart of this article, three theories of justice arepresented that offer a general framework for dealingwith problems of compensatory justice. In the secondpart, the possibilities of justifiying differentialtreatment of agriculture within each of these theoriesare explored. It is concluded that compensatorypractices in agriculture (...)
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  48. Kodak's Executive Pay Plan.Dale Kurschner - 1995 - Business Ethics 9 (5):47-47.
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  49. Top executive compensation: Equity or excess? Implications for regaining american competitiveness. [REVIEW]Bruce Walters, Tim Hardin & James Schick - 1995 - Journal of Business Ethics 14 (3):227 - 234.
    The debate over compensation packages for top executives is discussed. Particular emphasis is placed on the decoupling of CEO pay and organizational performance. A contrast is drawn between firms that are owner-controlled and those that are manager-controlled. Owner-controlled firms tend to be more market-driven. In manager-controlled firms, however, ownership can become diluted to the point where decisions may not always be in the best interest of shareholders. The process of determining CEO compensation packages is examined, and special attention is given (...)
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  50. The ethics of australian executive remuneration packages.Klaas Woldring - 1995 - Journal of Business Ethics 14 (11):937 - 947.
    This article raises the issue of growing inequalities in remuneration in Australia at a time of severe economic recession. The salary packages of the CEOs and senior managers of large Australian companies have been increased substantially in recent years often in spite of poor performance of the companies. At the same time real wages have either stagnated or, according to some researchers, have fallen in the same period. In addition unemployment has risen to unprecedented high levels (above 11%).The ethics of (...)
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