Managerial Compensation and Private Foundation Performance
In a large sample of US private foundations, we examine the association between CEO compensation and an accounting-based measure of performance, administrative efficiency. We document a positive pay-performance association across time within foundations, but a negative association across foundations. We interpret our evidence as follows: some foundation boards reward CEOs for high administrative efficiency, which results in a positive pay-performance association. However, some foundations are poorly monitored relative than others, resulting in higher CEO compensation and lower efficiency.
||Managerial Compensation and Private Foundation Performance
Financial Accountability and Management (2018)
||Allen, Arthur C; McAllister, Brian
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|Allen, Arthur C||Accountancy