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400 J.E. Core et al. /Journal of Financial Economics 51 (1999) 371406
`` Mehran (1995) nds that pay is more risky as the proportion of outside directors increases, and
that contemporaneous rm performance (not future rm performance), measured by Tobins Q and
ROA, is positively correlated with mix of pay. He interprets these ndings as evidence that more
eective boards use greater pay mix, and that greater pay mix leads to higher performance. Our
results, however, indicate that the predicted component of mix arising from board and ownership
structure variables is negatively correlated with subsequent performance.
outside directors over 69, stockholdings of outside directors and the existence of
an outside blockholder exhibit dierent associations. Moreover, the results in
Table 6 indicate that the predicted excess compensation from the board and
ownership structure variables (when using the mix of pay as the dependent
variable in the compensation equation) is signicantly negatively related to
subsequent operating performance, but not signicantly related to subsequent
stock market returns. If the mix of pay were optimized from the rms perspect-
ive, we would not expect a negative correlation between the predicted compon-
ent of mix of pay arising from the board and ownership structure variables with
subsequent performance.`` The observed negative correlation between the pre-
dicted mix of pay from board and ownership structure with subsequent perfor-
mance suggests that mix of pay reects an agency problem, and thus cannot be
considered solely an economic determinant of the CEOs total compensation.
6.2. Averaging individual rm observations
As indicated previously, we have multiple observations for our rms, which
suggests that the t-statistics may be somewhat overstated. Moreover, long-term
grants may not be given every year, and this will tend to induce measurement
error in our measure of total compensation, even though the compensation
consulting rm annualizes some of the unusually large grants in the data. To
mitigate these two issues, we averaged all the observations available for a given
rmand then used the average of the observations in the regressions (this forced
us to drop the year controls from the regressions). As can be seen from the third
column of Table 5, only the signicance of CEO percentage stock ownership in
the compensation equation is aected by the averaging. Moreover, the third
column of Table 6 indicates that the predicted excess compensation still exhibits
a statistically signicant negative association with subsequent operating perfor-
mance, and the relation with subsequent stock market performance, though
somewhat diminished, is still signicant one year and three years ahead.
6.3. Using log-transformed CEO compensation and sales
The results in Table 2 estimate CEO compensation using untransformed
data. However, it is also common to estimate regressions involving levels of
J.E. Core et al. /Journal of Financial Economics 51 (1999) 371406 401
`" Since the predicted component arising from the board and ownership variables is already
measured as a proportionate eect on compensation in this specication, we do not deate by total
compensation. The economic interpretation of the coecients is similar to the other specications.
For example, a 40% increase in predicted compensation arising from the board and ownership
structure variables results in a one-year reduction in ROA of 2.05% (0.40 times 5.138).
compensation after transforming compensation and sales via the natural logar-
ithm. One justication for this practice is that the typical guide charts, which
are used by human resource consultants to set compensation levels, are con-
structed by regressing the logarithm of compensation on the logarithm of rm
size (e.g., Amacom, 1975). In order to test the robustness of our results, we use
ln(compensation) as a dependent variable and ln(sales) as an economic determi-
nant, but continue to dene the other economic determinants and board and
ownership structure variables as previously. The advantage of this specication
is that the regression coecients on the board and ownership structure variables
measure the proportionate eects of a variable on compensation, rather than the
dollar value eect. Since our rms are generally large rms, the dollar value
specication may be appropriate; nevertheless, the logarithmic transformation
directly addresses this issue.
The results of this log-transformed specication are contained in column 4 of
Table 5. The interpretation of the coecient on CEOis Board Chair of 0.1412 is
that a CEOwho is also board chair is paid 14.12% more than a CEOwho is not
board chair. In this alternative specication, the coecients on board size, gray
directors, busy directors, non-CEO insider holding 5% and outside block-
holders owning 5%, retain the same sign but fall in signicance. The remaining
board and ownership structure variables retain their signs and signicance
levels, and overall the board and ownership structure variables explain a signi-
cant amount of the variance in ln of compensation (incremental R` of 8.55%and
F-statistic of 7.51). Moreover, column 4 of Table 6 indicates that the predicted
board and ownership structure arising from this alternative specication still
exhibits a signicantly negative association with subsequent operating and
stock market performance, though the ability to predict subsequent stock
market performance is somewhat diminished.`"
6.4. Summary of sensitivity analysis
Overall these sensitivity results reinforce our ndings that the board and
ownership variables measure managerial entrenchment. The results in Table 5
suggest that the strength of the association between CEO compensation and the
board-of-director variables is more robust than the strength of the association
between CEO compensation and the ownership variables. If a board variable is
signicant in Table 2, it is generally signicant in the alternative specications,
402 J.E. Core et al. /Journal of Financial Economics 51 (1999) 371406
which is less true for the ownership structure variables. Moreover, the results in
Table 6 provide at least some assurance that the negative association between
predicted excess compensation and future performance is not being induced by
obvious model misspecication. In addition, the results in Table 6 suggest that
prediction of subsequent accounting operating performance is more robust than
the predictions of subsequent stock market performance. Given uncertainty
about whether the performance eects of the governance structure would be
fully impounded in the level of stock price, it is not surprising that predictions of
subsequent stock market performance with board and ownership structure are
less robust to alternative specications.
In order to further assess the relative importance of the board and ownership
structure, we computed two dierent measures of predicted excess compensa-
tion: the predicted excess compensation related to board structure and the
predicted excess compensation related to ownership structure. These two
measures (both deated by total compensation) have a statistically signicant
negative correlation of !0.33 (p(0.001, two-tail), consistent with the intuition
that the two monitoring mechanisms are substitutes. If we include both
measures of predicted excess compensation in the accounting performance and
stock return performance regression models, we nd that predicted excess
compensation arising from the board structure is signicantly negatively asso-
ciated with both operating and stock market performance across the alternative
specications examined. However, the association between predicted excess
compensation arising from the ownership structure and both operating and
stock market performance, while negative, exhibits varying levels of signicance
across specications. For example, in the specication reported in Sections 4
and 5, predicted excess compensation from the ownership structure is only
marginally signicant (approximately 20% level, two-tailed) in explaining sub-
sequent accounting and stock market performance. However, if we include mix
of pay as an economic determinant, the predicted excess compensation from the
ownership structure is signicant in explaining subsequent accounting and
stock market performance. Overall, the results suggest that board structure
variables used in our analysis are somewhat more important than the ownership
structure variables in predicting future performance.
7. Summary and conclusions
This study documents that board and ownership structure are associated with
the level of CEO compensation, after controlling for the standard economic
determinants of compensation (the rms demand for a high-quality CEO, prior
rmperformance, and risk). With respect to board-of-director structure, we nd
that CEO compensation is a decreasing function of the percentage of the board
composed of inside directors, and is an increasing function of board size, the
J.E. Core et al. /Journal of Financial Economics 51 (1999) 371406 403
percentage of the board who are outside directors appointed by the CEO, the
percentage of the board who are gray outside directors, the percentage of
outside directors who are over age 69, the percentage of outside directors who
serve on three or more other boards (six or more other boards if retired), and
whether the CEO also is board chair. With respect to ownership structure, we
nd that CEO compensation is a decreasing function of the CEOs ownership
stake. In addition, CEO compensation is lower when there is a non-CEO
internal board member or an external blockholder who owns at least 5% of the
shares. However, we nd no statistical association between percentage owner-
ship per outside director and CEO compensation. Overall, both board charac-
teristics and ownership structure have a substantive cross-sectional association
with the level of CEOcompensation, though the results on board characteristics
are more robust to alternative specications.
The predicted component of compensation arising from the board and
ownership variables exhibits a negative correlation with subsequent rmoperat-
ing and stock return performance. This result suggests that the estimated
coecients on the board-of-director and ownership structure variables from the
compensation regression reect the relative eectiveness of various governance
structures in controlling agency problems, as opposed to the explanation that
these variables are additional proxies for the rms demand for a high-quality
CEO. Thus, the board and ownership structures aect the extent to which CEOs
obtain compensation in excess of the level implied by economic determinants,
which we conjecture predicts the manifestation of other contracting inecien-
cies within the rm that lead to poorer subsequent performance. Finally, our
robustness checks suggest that board and ownership structure more consistently
predict future accounting operating performance than future stock market
performance.
Our results are largely consistent with many of the guidelines for improving
corporate governance that have been recently promulgated by various groups,
such as the National Association of Corporate Directors (1996). In particular,
calls for improving corporate governance by separating the Chairman and
CEO, relying on smaller boards, imposing mandatory retirement ages or term
limits, eliminating gray directors, limiting the number of other boards on which
a board member may serve, are all consistent with our results. While our results
indicate that, on average, these guidelines have identied substantive issues in
the creation of eective governance mechanisms, our evidence does not imply
that it is appropriate to adopt strict rules for the composition of the board or
ownership structure. Contrary to many guidelines for improving corporate
governance, we nd no evidence that independent outside directors create
a more eective board than inside directors, nor do we nd that greater equity
ownership by outside directors results in improved governance systems. Given
the prior mixed evidence on the importance of outside directors and our
evidence that inside directors may be superior to outside directors, the attention
404 J.E. Core et al. /Journal of Financial Economics 51 (1999) 371406
focused on the importance of outside directors and their ownership stakes
appears misplaced.
References
Amacom, 1975. Executive Compensation Service: Top Management Report. American Manage-
ment Association, New York.
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