We examine differences in CEO achievement of EPS goals set separately through analyst forecasts and firm bonus plans. Having different goals for the same performance metric enables us to assess their relative importance in incentivizing CEOs. We find CEOs frequently achieve analyst forecasts,...

The percentage of S&P 500 firms using multi-year accounting-based performance (MAP) incentives to CEOs increased from 16.5% in 1996 to 43.3% in 2008. The use and design of MAP incentives depend on the signal quality of accounting vs. stock performance, shareholder horizons, strategic...

Over the past decades, companies have faced increasing pressures to provide information about CSR. However, firms differ in the extent to which they communicate their CSR-related efforts to their stakeholders (henceforth, “CSR disclosures”) and incorporate CSR-based performance measures in...

We investigate if CEO power influences a firm's decision to change its compensation system in response to regulatory and public pressure. In particular, we assess if CEO power influences the choice of performance measures as a form of camouflage to minimize the impact of these reforms on their...

This study investigates the relation between corporate political connections and tax aggressiveness. We study a broad array of corporate political activities, including the employment of connected directors, campaign contributions, and lobbying. Using a large hand-collected dataset of U.S....