The Frequency of Say-on-Pay Vote, Shareholder Value, and Corporate Governance: Initial Evidence from the U.S. Firms

In this study, I examine (1) the market reaction to the shareholders’ decision on the frequency of the say-on-pay vote, and (2) the relation between such decision and firms’ existing corporate governance structures. When firms released the results of shareholders’ frequency vote in Form 8-K, I find...

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Main Authors: LI, Na, Gus, DeFranco
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Language:English
Published: Institutional Knowledge at Singapore Management University 2015
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Online Access:https://ink.library.smu.edu.sg/soa_research/1415
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spelling sg-smu-ink.soa_research-24142015-04-16T03:06:06Z The Frequency of Say-on-Pay Vote, Shareholder Value, and Corporate Governance: Initial Evidence from the U.S. Firms LI, Na Gus, DeFranco In this study, I examine (1) the market reaction to the shareholders’ decision on the frequency of the say-on-pay vote, and (2) the relation between such decision and firms’ existing corporate governance structures. When firms released the results of shareholders’ frequency vote in Form 8-K, I find that the market reaction was significantly positive for firms with excess CEO equity pay, and for firms whose shareholders preference of the frequency is the same as that recommended by the board. This positive market reaction is more profound at firms where shareholders “correct” the recommendations of the boards by demanding more frequent votes on the executive compensation practices. When examining the relation between shareholders’ frequency vote and corporate governance, I develop and test two hypotheses. The “substitute” hypothesis holds that shareholders at firms with less effective corporate governance are more likely to vote for an annual voting on the executive compensation programs. Under this hypothesis, the say-on-pay is used as a substitute to the existing monitoring mechanism of the executive compensation. In contrast, the “complement” hypothesis posits that shareholders prefer more frequent voting rights on executive compensation at firms where the current level of governance is considered to be effective. In this case, the say-on-pay is considered as a complement to the current level of monitoring of the executive compensation. The results in this paper indicate that, consistent with the “complement” hypothesis, shareholders opt for more frequent voting on the executive compensation at firms where the existing corporate governance structures are considered to be effective. 2015-01-01T08:00:00Z text https://ink.library.smu.edu.sg/soa_research/1415 Research Collection School Of Accountancy eng Institutional Knowledge at Singapore Management University Accounting Business Law, Public Responsibility, and Ethics Corporate Finance
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic Accounting
Business Law, Public Responsibility, and Ethics
Corporate Finance
spellingShingle Accounting
Business Law, Public Responsibility, and Ethics
Corporate Finance
LI, Na
Gus, DeFranco
The Frequency of Say-on-Pay Vote, Shareholder Value, and Corporate Governance: Initial Evidence from the U.S. Firms
description In this study, I examine (1) the market reaction to the shareholders’ decision on the frequency of the say-on-pay vote, and (2) the relation between such decision and firms’ existing corporate governance structures. When firms released the results of shareholders’ frequency vote in Form 8-K, I find that the market reaction was significantly positive for firms with excess CEO equity pay, and for firms whose shareholders preference of the frequency is the same as that recommended by the board. This positive market reaction is more profound at firms where shareholders “correct” the recommendations of the boards by demanding more frequent votes on the executive compensation practices. When examining the relation between shareholders’ frequency vote and corporate governance, I develop and test two hypotheses. The “substitute” hypothesis holds that shareholders at firms with less effective corporate governance are more likely to vote for an annual voting on the executive compensation programs. Under this hypothesis, the say-on-pay is used as a substitute to the existing monitoring mechanism of the executive compensation. In contrast, the “complement” hypothesis posits that shareholders prefer more frequent voting rights on executive compensation at firms where the current level of governance is considered to be effective. In this case, the say-on-pay is considered as a complement to the current level of monitoring of the executive compensation. The results in this paper indicate that, consistent with the “complement” hypothesis, shareholders opt for more frequent voting on the executive compensation at firms where the existing corporate governance structures are considered to be effective.
format text
author LI, Na
Gus, DeFranco
author_facet LI, Na
Gus, DeFranco
author_sort LI, Na
title The Frequency of Say-on-Pay Vote, Shareholder Value, and Corporate Governance: Initial Evidence from the U.S. Firms
title_short The Frequency of Say-on-Pay Vote, Shareholder Value, and Corporate Governance: Initial Evidence from the U.S. Firms
title_full The Frequency of Say-on-Pay Vote, Shareholder Value, and Corporate Governance: Initial Evidence from the U.S. Firms
title_fullStr The Frequency of Say-on-Pay Vote, Shareholder Value, and Corporate Governance: Initial Evidence from the U.S. Firms
title_full_unstemmed The Frequency of Say-on-Pay Vote, Shareholder Value, and Corporate Governance: Initial Evidence from the U.S. Firms
title_sort frequency of say-on-pay vote, shareholder value, and corporate governance: initial evidence from the u.s. firms
publisher Institutional Knowledge at Singapore Management University
publishDate 2015
url https://ink.library.smu.edu.sg/soa_research/1415
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