Table of Contents

Research Handbook on Executive Pay

Research Handbook on Executive Pay

Research Handbooks in Corporate Law and Governance series

Edited by Randall S. Thomas and Jennifer G. Hill

Research on executive compensation has exploded in recent years, and this volume of specially commissioned essays brings the reader up-to-date on all of the latest developments in the field. Leading corporate governance scholars from a range of countries set out their views on four main areas of executive compensation: the history and theory of executive compensation, the structure of executive pay, corporate governance and executive compensation, and international perspectives on executive pay.

Chapter 18: Presidents’ Compensation in Japan

Katsuyuki Kubo

Subjects: business and management, corporate governance, law - academic, company and insolvency law, corporate law and governance

Extract

Katsuyuki Kubo1 1 INTRODUCTION The purpose of this chapter is to examine recent changes in executive compensation in Japan. We will focus mainly on three topics. First, we review recent changes in the institutional framework for executive pay. In particular, we discuss the new rules on disclosure of executive compensation, which require firms to disclose the salaries of their presidents if their pay exceeds a certain amount after 2010. However, this new rule is not applicable to most presidents as the threshold, US$1 million, is higher than the salary of most executives. Second, we describe changes in the level of presidents’ salaries, using a sample of 179 firms taken from the Nikkei 225 Stock Index between 2000 and 2007. As individual compensation of presidents is not disclosed, we adopt the Kubo and Saito (2008) calculations and show rapid increases in presidents’ salaries after 2000. Third, we examine change in pay–performance sensitivity (PPS), which shows the relationship between presidents’ wealth and firm performance, and attempt to examine whether presidents have a financial incentive to maximize shareholder value. It is shown that pay–performance sensitivity has been increasing during this period. However, this pay–performance sensitivity is much weaker than in the U.S. In other words, presidents in Japan have much less financial incentive to maximize shareholder value compared to their American counterparts. There are several reasons why it is important to examine executive compensation in Japan. First, it might explain differences in firm behavior between Japan and other countries....

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information