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Disentangling compensation and employment risks using the behavioral agency model
dc.contributor.authorLarraza-Kintana, Martinen_US
dc.contributor.authorWiseman, Robert M.en_US
dc.contributor.authorGomez-Mejia, Luis R.en_US
dc.contributor.authorWelbourne, Theresa M.en_US
dc.date.accessioned2007-09-20T19:01:13Z
dc.date.available2008-11-05T15:05:43Zen_US
dc.date.issued2007-10en_US
dc.identifier.citationLarraza-Kintana, Martin; Wiseman, Robert M.; Gomez-Mejia, Luis R.; Welbourne, Theresa M. (2007)."Disentangling compensation and employment risks using the behavioral agency model." Strategic Management Journal 28(10): 1001-1019. <http://hdl.handle.net/2027.42/56123>en_US
dc.identifier.issn0143-2095en_US
dc.identifier.issn1097-0266en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/56123
dc.description.abstractEmploying survey and archival data from a sample of IPO firms, and extending the ideas of the Behavioral Agency Model, this study examines the influence of various forms of risk bearing created within the compensation contract on perceived risk taking. The results show that employment risk and variability in compensation each corresponds to greater risk taking, while downside risk and the intrinsic value of stock options correspond to lower risk taking. Among the implications from these results are the importance CEOs attach to relatively stable forms of pay, and to drawing distinctions between the potential for loss of pay and uncertainty about the amount of future pay. Copyright © 2007 John Wiley & Sons, Ltd.en_US
dc.format.extent179753 bytes
dc.format.extent3118 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypetext/plain
dc.publisherJohn Wiley & Sons, Ltd.en_US
dc.subject.otherBusiness, Finance & Managementen_US
dc.titleDisentangling compensation and employment risks using the behavioral agency modelen_US
dc.typeArticleen_US
dc.rights.robotsIndexNoFollowen_US
dc.subject.hlbsecondlevelBusiness (General)en_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbsecondlevelFilm and Video Studiesen_US
dc.subject.hlbsecondlevelManagementen_US
dc.subject.hlbsecondlevelUrban Planningen_US
dc.subject.hlbtoplevelArtsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.subject.hlbtoplevelSocial Sciencesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumStephen M. Ross School of Business, University of Michigan, Ann Arbor, Michigan, U.S.A.en_US
dc.contributor.affiliationotherDepartamento de GestiÓn de Empresas, Universidad PÚblica De Navarra, Pamplona, Navarra, Spain ; Departamento de GestiÓn de Empresas, Universidad PÚblica De Navarra, Campus De Arrosadia, 31006, Pamplona (Navarra), Spain.en_US
dc.contributor.affiliationotherThe Eli Broad College of Business, Michigan State University, East Lansing, Michigan, U.S.A.en_US
dc.contributor.affiliationotherW. P. Carey School of Business, Arizona State University, Tempe, Arizona, U.S.A. and Instituto de Empresa, Madrid, Spainen_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/56123/1/624_ftp.pdfen_US
dc.identifier.doihttp://dx.doi.org/10.1002/smj.624en_US
dc.identifier.sourceStrategic Management Journalen_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


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