An examination of the impact of executive compensation disparity on corporate social performance
研究发现，高管团队薪酬差距小的企业，其社会绩效高于薪酬差距大的企业，因为低差距薪酬结构反映了合作导向和利益相关者导向。
We investigate the relationship between top management team compensation disparity and corporate social performance. We argue that pay structures with high disparity are reflective of transactional, individualistic organizations that foster a shareholder orientation. In contrast, pay structures with low disparity are indicative of relational, cooperative organizations that foster a stakeholder orientation. Examining the effect of these attributes on corporate social performance, we find that corporate social performance is higher in low pay disparity firms than in high pay disparity firms. We discuss our contributions to executive compensation and corporate social performance research and suggest directions for future research.