Research Handbook on Executive Pay
Show Less

Research Handbook on Executive Pay

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.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 24: Director and Executive Compensation Regulations for Italian Listed and Closed Corporations

Carlo Amatucci and Manlio Lubrano di Scorpaniello


Carlo Amatucci and Manlio Lubrano di Scorpaniello 1 INTRODUCTION The aim of this chapter is to examine the regulation of director and executive compensation in Italy in the context of both public listed corporations and unlisted corporations. As will be discussed, a complex array of laws, regulations, corporate governance principles and stock exchange rules affect this issue in Italian corporations. Many Italian corporate law scholars (Bonafini 2005a; Cappiello 2003; Ferrarini 2005) agree on the importance of performance-based pay as a mechanism to align the interests of corporate directors and managers with those of shareholders, particularly in the case of listed corporations that have a clear separation between ownership and control. The  Italian Securities and Exchange Commission (“Consob”), Italy’s main corporate regulator, also takes this view. Yet, the basic concept of interest alignment can itself be problematical. For example, in 2007 Consob noted in a consultation document that “compensation plans could, on the one hand, be considered a potential means of giving top managers excessive compensation, and on the other hand be considered as incentives for managers and directors to make business decisions that are not in the interest of shareholders, or even an incentive to commit fraud and manipulate markets” (Consob 2007). Consob’s warning was given added force by the onset the global financial crisis. The Financial Stability Board (“FSB”) considered compensation practices at large financial institutions to be a contributing factor to the crisis, stating that “[h]igh short-term profits led to generous bonus payments to employees without adequate...

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

or login to access all content.