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Book Review
In: Administrative science quarterly: ASQ, Band 47, Heft 2, S. 368-372
ISSN: 1930-3815
The organization as a context for leadership theory: A multilevel approach
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 2, Heft 3, S. 205-228
Organizational Behavior
In: Administrative science quarterly: ASQ ; dedicated to advancing the understanding of administration through empirical investigation and theoretical analysis, Band 26, Heft 2, S. 310-313
ISSN: 0001-8392
Managing Organizational Behavior
In: Administrative science quarterly: ASQ ; dedicated to advancing the understanding of administration through empirical investigation and theoretical analysis, Band 25, Heft 3, S. 545-547
ISSN: 0001-8392
The Effects of Expectation Levels and Role Consensus on the Buyer-Seller Dyad
In: The journal of business, Band 39, Heft 4, S. 516
ISSN: 1537-5374
The environment/organization/person contingency model: a meso approach to the study of organizations
In: Monographs in organizational behavior and industrial relations 14
Culture and CEO Compensation
In: Organization science, Band 15, Heft 6, S. 657-670
ISSN: 1526-5455
The theory and research on chief executive officer (CEO) compensation tends to be dominated by assumptions and values reflective of those dominant in the national culture of the United States, where most of this work is done. This suggests that an underlying theme focuses on how CEO compensation is related to instrumental choices made in a competitive, capitalist culture. This study seeks to expand the understanding of CEO compensation by examining it in the context of other cultures, based on the premise that national culture plays a significant part in the nature of compensation strategies. We relate cultural dimensions (uncertainty avoidance, power distance, individualism, and masculinity-femininity) developed by Hofstede (Hofstede 1980a, 2001) to several dimensions of CEO compensation. These dimensions are total CEO pay, the proportion of variable pay to total compensation, and the ratio of CEO pay to the lowest level employees. The main findings of our paper are (1) all of the different dimensions of CEO pay were related to power distance, leading us to infer that CEO pay in a culture is most reflective of the strength of the power structure in a society, and (2) total compensation and the ratio of variable pay to total pay are related to individualism. We conclude that cultural dimensions can contribute to understanding cross-national CEO compensation. The implication of this conclusion is that there are different ways that CEO compensation fits into the cognitive schema of various cultures and, furthermore, that these cognitive schema vary across societies that affect the nature of the "cultural matrix into which [money] is incorporated" (Bloch and Parry 1989, p. 1). Moreover, our results imply that particular forms of CEO compensation do not mean the same thing in different cultures, but rather carry different symbolic connotations depending on the values dominant in a society. Thus, not only does the compensation structure of a firm within a culture have a symbolic meaning within organizations (e.g., Trice and Beyer 1993), but it can also be seen as an expression of deeper social values (Hofstede et al. 1990) that may differ across countries.
Commentary on "Substitutes for leadership"
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 8, Heft 2, S. 109-112
Organizational Behavior
In: Administrative Science Quarterly, Band 26, Heft 2, S. 310
Goal Characteristics and Personality Factors in a Management-by-Objectives Program
In: Administrative Science Quarterly, Band 15, Heft 3, S. 295