Compensation consultants and CEO pay

The study examines the practice of employing multiple compensation consultants. Examining data of a sample of UK companies over the period 2003–2006 we find that CEOs receive higher equity-based pay when firms employ more than one compensation consultant. An increase in the number of compensation consultants is also associated with an increase in CEO equity-based pay, whereas no decline in CEO pay takes place when firms reduce the number of pay consultants. We also observe that the market shares of compensation consultant are positively related to CEO equity-based pay.     

Corporate governance, compensation consultants, and CEO pay levels

This study investigates the relation between corporate governance and CEO pay levels and the extent to which the higher pay found in firms using compensation consultants is related to governance differences. Using proxy statement disclosures from 2,110 companies, we find that CEO pay is higher in firms with weaker governance and that firms with weaker governance are more likely to use compensation consultants. CEO pay remains higher in clients of consulting firms even after controlling for economic determinants of compensation. However, when consultant users and non-users are matched on both economic and governance characteristics, differences in pay levels are not statistically significant, indicating that governance differences explain much of the higher pay in clients of compensation consultants. We find no support for claims that CEO pay is higher in potentially “conflicted” consultants that also offer additional non-compensation-related services.     

Service preferences of older clients

This paper reports the findings of a study into Australian seniors' service preferences in relation to financial planning services. Focus groups and a national survey were conducted to identify those aspects of interactions with financial planners considered most important by seniors. The results indicate that financial planners targeting senior clients in the Australian context should work to develop trusting relationships, treat older clients with dignity and respect, ensure the full disclosure of all fees and commissions, and keep up to date with relevant changes in the financial environment. The two primary areas of concern identified in the study were those relating to personal relationships with the financial planner and the performance of the financial products recommended in terms of the benefits accrued.     

Assessing contract policy work: overseeing Canadian policy consultants

Most of the interest in assessment of policy consulting in recent years has been related to financial and budgetary matters. This narrow focus has not dealt adequately with other important issues such as the impact of increased external consulting on the range and quality of advice and services provided to government. As such, important dimensions of this kind of contracting behaviour have been missed. This paper supplements new government contract data with the findings of a 2012–13 survey of approximately 160 Canadian federal government policy managers to investigate the oversight of contracts for policy work in Canada. Inefficiencies generated by a generalized lack of shared data and knowledge gained through the employment of external consultants is a major characteristic of this activity, which existing financially-based control systems fail to manage effectively.     

How I turned a critical public into useful consultants

When Peter Johnson was an executive in the private sector, he viewed conflict with company outsiders as, at best, an annoyance. But when Johnson became the administrator of Bonneville Power Administration in Portland, Oregon, he realized that outsiders had the power to bring the organization down. To survive, BPA had to listen to the people affected by the agency's decisions-BPA's harshest critics. BPA had long been respected, but by the time Johnson arrived in 1981, the agency was reviled. People were put off by BPA's father-knows-best approach to decision making, whereby the agency first made decisions and then explained them. So Johnson took what many thought was an unimaginable risk. Despite the warnings of attorneys and his own deep apprehensions, he opened up BPA's decision making to the public. The first attempts to involve BPA's critics were full of fireworks, but thanks to BPA's rock-solid commitment to public involvement, success soon followed. Experiences early on proved to Johnson that involving the public in BPA's decision making was a practical alternative to litigation. Moreover, BPA's stakeholders--once the agency's adversaries--became BPA's partners in making better decisions, and the agency gained authority and legitimacy.     

On civilized plurality: Mapping the clash of civilizations within the market

Civilizations tend to fail, or gain antagonistic characteristic, not necessarily as a consequence of their inherent specificities, but also because of their interaction with other civilizations, which have not attained such intellectual evolution, though they may have developed more advanced technology. In addition to military wars, the rise and decline of civilizations are highly linked to their ability to dominate the engine of the market, which nowadays sets supremacy of perceived values both for individual and institutional behaviours by leading to expansion of Western civilization. Certain intact groups and societies, Islamic and Chinese civilizations deviate from this trend by their institutions that hold their idiosyncratic understanding of values. This article indicates the likelihood of an emerging market paradigm based on civilized plurality, which, by being liberated from the hegemony of perceived values, emancipates the co-existence of various civilizations.     

When governments forecast

This article looks at the forecasting industry as turning out products of more interest to museum curators than corporate executives, policymakers etc. It is generally skeptical of most attempts to divine the future —skepticism turning to deep concern when a particular forecast is used to justify government in making a decision better left to the discretion of free, rational citizens. The article looks at the problems of forecasting, the risks involved and, remarkably, how little the reputations of global forecasters seem to be affected by past statements. Finally, it discusses the effectiveness of a separate forecasting body, apart from government which would have power without responsibility. It considers The Resourceful Earth as a sound and cautious analysis, representing itself as a private effort by private individuals, which does not encourage unwarranted emphasis to its conclusions.     

客户银行侵权纠纷案例评析

目前,客户在银行营业场所人身、财产安全遭受不乏侵害的案例屡屡发生,客户的损失因侵害人的逃逸或挥霍而无法从直接侵害人处得到赔偿,客户转而要求银行承担赔偿责任。银行是否承担责任成为理论与实践中有较大争议的问题。     

Beliefs affecting additional investment intentions of mutual fund clients

In this article, we aim to examine mutual fund investors’ behaviour in decision-making situations and to analyse future investment decisions via a path model approach. Investors were divided into different groups based on the risk and distribution channel used, and the differences in their investment intentions were examined. The study used empirical survey data collected from the clients of a mutual fund company owned by a Finnish banking group. Loyalty to the common banking group dominated the explanation in the whole model. The safety of the investment was important for branch office investors, whereas obtaining a good return was important for internet investors. Ultimately, explanatory power was highest for the branch office investors and lowest for the internet investors with equity funds. Most investors intended to invest more, and thus there was little variance to be explained. The results indicate that branch office investors with money market funds require more information about the investment business, although it is difficult to see who would be responsible for providing that information. This study has implications for both the theory and management of financial services.     

When followers become toxic

Leaders are vulnerable, too. That is, they can be led astray just as their followers can--actually, by their followers. This happens in a variety of ways. Sometimes, good leaders end up making poor decisions because well-meaning followers are united and persuasive about a course of action. This is a particular problem for leaders who attract and empower strong followers. These executives need to become more skeptical of the majority view and push followers to examine their opinions more closely. At other times, leaders get into trouble because they are surrounded by followers who fool them with flattery and isolate them from uncomfortable realities. Charismatic leaders, who are most susceptible to this problem, need to make an extra effort to unearth disagreement and to find followers who are not afraid to pose hard questions. Organizational mechanisms like 360-degree feedback and executive coaching can help these leaders get at the truth within their companies. Finally, unscrupulous and ambitious followers may end up encroaching on the authority of the leader to such an extent that the leader becomes little more than a figurehead who has responsibility but no power. There's not much leaders can do to completely guard against a determined corporate lago, but those who communicate and live by a positive set of values will find themselves better protected. And since followers tend to model themselves after their leaders, the straightforward leader is less likely to have manipulative followers. In this article, George Washington University professor Lynn Offermann explores each of these dynamics in depth, arguing that leaders need to stir debate, look for friends who can deliver bad news, and communicate and act on a solid set of values.     

When executives burn out

The military knows about burn-out--but calls it battle fatigue. To offset its devastating effects, the military routinely schedules its personnel for recreation and relaxation retreats, sends soldiers into combat in groups so they can support and help each other, and limits the number of flights that pilots fly. Managers are not soldiers but, according to this author and others who have researched the subject, they are prone to a similar exhaustion and sense of futility. Like other professionals, mental health workers, and policemen who work under severe pressure in people-oriented jobs for long periods of time--with little support and limited gains--managers are among the prime victims of burn-out. The author describes what burn-out is, discusses why he thinks that modern organizations are good breeding grounds for situations that lead to it, and offers some helpful ways top managers can combat it.     

When green meets green

We investigate whether and how the environmental consciousness (greenness for short) of firms and banks is reflected in the pricing of bank credit. Using a large international sample of syndicated loans over the period 2011–2019, we find that green banks indeed reward firms for being green in the form of cheaper loans—however, only after the ratification of the Paris Agreement in 2015. Such loans are also more likely term loans, with fewer covenants and reflect firms' project choices. Thus, we find that environmental attitudes matter “when green meets green.”     

When winning is everything

In the heat of competition, executives can easily become obsessed with beating their rivals. This adrenaline-fueled emotional state, which the authors call competitive arousal, often leads to bad decisions. Managers can minimize the potential for competitive arousal and the harm it can inflict by avoiding certain types of interaction and targeting the causes of a win-at-all-costs approach to decision making. Through an examination of companies such as Boston Scientific and Paramount, and through research on auctions, the authors identified three principal drivers of competitive arousal: intense rivalry, especially in the form of one-on-one competitions; time pressure, found in auctions and other bidding situations, for example; and being in the spotlight--that is, working in the presence of an audience. Individually, these factors can seriously impair managerial decision making; together, their consequences can be dire, as evidenced by many high-profile business disasters. It's not possible to avoid destructive competitions and bidding wars completely. But managers can help prevent competitive arousal by anticipating potentially harmful competitive dynamics and then restructuring the deal-making process. They can also stop irrational competitive behavior from escalating by addressing the causes of competitive arousal. When rivalry is intense, for instance, managers can limit the roles of those who feel it most. They can reduce time pressure by extending or eliminating arbitrary deadlines. And they can deflect the spotlight by spreading the responsibility for critical competitive decisions among team members. Decision makers will be most successful when they focus on winning contests in which they have a real advantage--and take a step back from those in which winning exacts too high a cost.     

When paranoia makes sense

On September 11, 2001, in the space of a few horrific minutes, Americans realized the fragility of trust. The country's evident vulnerability to deadly terrorism rocked our faith in the systems we rely on for security. Our trust was shaken again only a few months later with the stunning collapse of Enron, forcing us to question many of the methods and assumptions underpinning the way we work. These two crises are obviously very different, yet both serve as reminders of the perils of trusting too much. The abiding belief that trust is a strength now seems dangerously naive. This new doubtfulness runs contrary to most management literature, which has traditionally touted trust as an organizational asset. It's an easy case to make. When there are high levels of trust, employees can fully commit themselves to the organization because they can be confident that their efforts will be recognized and rewarded. Trust also means that leaders don't have to worry so much about putting the right spin on things. They can act and speak forthrightly and focus on essentials. In short, trust is an organizational superglue. Nevertheless, two decades of research on trust and cooperation in organizations have convinced social psychologist Roderick Kramer that--despite its costs--distrust can be beneficial in the workplace. Kramer has observed that a moderate form of suspicion, which he calls prudent paranoia, can in many cases prove highly beneficial to the distrustful individual or organization. In this article, he describes situations in which prudent paranoia makes sense and shows how, when properly deployed, it can serve as a powerful morale booster--even a competitive weapon--for organizations.