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Political promotion, CEO incentives, and the relationship between pay and performance
Faculty of Business - Papers
  • Jerry Cao, Singapore Management University
  • Michael Lemmon, University of Utah
  • Xiaofei Pan, University of Wollongong
  • Meijun Qian, National University of Singapore
  • Gary Tian, University of Wollongong
RIS ID
78280
Publication Date
1-1-2012
Disciplines
Publication Details

Cao, J., Lemmon, M., Pan, X., Qian, M. & Tian, G. (2012). Political promotion, CEO incentives, and the relationship between pay and performance. FMA Asian Meeting (pp. 1-41). United States: Financial Management Association.

Abstract

We examine how incentives for political promotion affect compensation policy and firm performance in Chinese state-owned enterprises (SOEs). In contrast to the conventional wisdom that political incentives tend to be misaligned with value maximization, we find that the likelihood that the CEO receives a political promotion is positively related to firm performance. In addition, as predicted by models of career concerns (Gibbons and Murphy (1992)) we find that CEOs with a higher likelihood of political promotion have lower pay levels and lower sensitivity of pay to performance. Overall, the evidence suggests that competition in the political job market helps mitigate weak monetary incentives for CEOs in China. Moreover, the Chinese example suggests that state control and political connections are not necessarily inconsistent with good economic incentives.

Citation Information
Jerry Cao, Michael Lemmon, Xiaofei Pan, Meijun Qian, et al.. "Political promotion, CEO incentives, and the relationship between pay and performance" (2012)
Available at: http://works.bepress.com/gary-tian/112/