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Maria Joutsenvirta (2013). Executive Pay and Legitimacy: Changing Discursive Battles Over the Morality of Excessive Manager Compensation. [REVIEW]

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  1.  1
    The Effects of Current Income Attributes on Nonprofessional Investors’ Say-on-Pay Judgments: Does Fairness Still Matter?Steven E. Kaplan & Valentina L. Zamora - 2018 - Journal of Business Ethics 153 (2):407-425.
    The say-on-pay regulation in the Dodd-Frank Act requires publicly-traded U.S. firms to hold a nonbinding, advisory shareholder vote on executive compensation. Advocates claim that SOP voting gives shareholders a mechanism to hold managers and boards more accountable. Critics contend that SOP votes may simplistically reflect shareholders’ reactions to the overall value of CEO compensation or the firm’s net income. However, based on prior research, we contend that market participants’ SOP votes are likely to consider current income attributes. For example, the (...)
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    Perceived Legitimacy of Executives Bonuses in Time of Global Crisis: A Mapping of Portuguese People’s Views.Joana Margarida Sequeira Neto & Etienne Mullet - 2016 - Journal of Business Ethics 133 (3):421-429.
    The present study aimed to explore and map the views of Portuguese laypersons regarding the legitimacy of bonuses for senior executives. Two hundred eight participants, with various levels of training in economics, were presented with a number of concrete scenarios depicting the circumstances in which senior executives have received bonuses of variable amounts, and they were asked to indicate the extent to which such bonuses may be considered as legitimate. The scenarios were created by varying four factors likely to have (...)
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  3.  3
    Peoples’ Views About the Acceptability of Executive Bonuses and Compensation Policies.Marco Heimann, Étienne Mullet & Jean-François Bonnefon - 2015 - Journal of Business Ethics 127 (3):661-671.
    We applied a technique borrowed from the field of bioethics to test whether justice-related factors influence laypersons’ decisions concerning business ethics. In the first experiment, participants judged the acceptability of remuneration policies and in the second that of executive bonuses. In each study, participants judged a set of 36 situations. To create the scenarios, we varied retributive justice—the amount of remuneration; procedural justice—the clarity of the procedure that determined the remuneration; distributive justice—the extent of the distribution of bonus payments amongst (...)
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