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dc.contributor.authorAlbuquerque, Ana M.
dc.contributor.authorDe Franco, Gus
dc.contributor.authorVerdi, Rodrigo
dc.date.accessioned2017-05-02T18:24:03Z
dc.date.available2017-05-02T18:24:03Z
dc.date.issued2012-10
dc.date.submitted2012-05
dc.identifier.issn0304-405X
dc.identifier.issn1879-2774
dc.identifier.urihttp://hdl.handle.net/1721.1/108605
dc.description.abstractCurrent research shows that firms are more likely to benchmark against peers that pay their Chief Executive Officers (CEOs) higher compensation, reflecting self serving behavior. We propose an alternative explanation: the choice of highly paid peers represents a reward for unobserved CEO talent. We test this hypothesis by decomposing the effect of peer selection into talent and self serving components. Consistent with our prediction, we find that the association between a firm's selection of highly paid peers and CEO pay mostly represents compensation for CEO talent.en_US
dc.language.isoen_US
dc.publisherElsevieren_US
dc.relation.isversionofhttp://dx.doi.org/10.1016/j.jfineco.2012.10.002en_US
dc.rightsCreative Commons Attribution-NonCommercial-NoDerivs Licenseen_US
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/en_US
dc.sourceSSRNen_US
dc.titlePeer choice in CEO compensationen_US
dc.typeArticleen_US
dc.identifier.citationAlbuquerque, Ana M.; De Franco, Gus and Verdi, Rodrigo S. “Peer Choice in CEO Compensation.” Journal of Financial Economics 108, no. 1 (April 2013): 160–181. © 2012 Elsevier B.V.en_US
dc.contributor.departmentSloan School of Managementen_US
dc.contributor.mitauthorVerdi, Rodrigo
dc.relation.journalJournal of Financial Economicsen_US
dc.eprint.versionAuthor's final manuscripten_US
dc.type.urihttp://purl.org/eprint/type/JournalArticleen_US
eprint.statushttp://purl.org/eprint/status/PeerRevieweden_US
dspace.orderedauthorsAlbuquerque, Ana M.; De Franco, Gus; Verdi, Rodrigo S.en_US
dspace.embargo.termsNen_US
dc.identifier.orcidhttps://orcid.org/0000-0003-1231-7374
mit.licensePUBLISHER_CCen_US


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