Abstract
This study examines the extent to which board gender diversity and corporatesocial performance influence CEO compensation. The sample includes 1,829observations from 262 Fortune 500 companies over multiple years. Findings indicatethat board gender diversity and corporate social performance interact to predict CEOcompensation. The data show that boards comprised of a higher percentage of womenplace increasing emphasis on certain kinds of corporate social performance whensetting CEO pay, and decreasing emphasis on other types of social performance. Ourfindings highlight the complex interrelationships between executive compensation,board composition, and corporate social performance.
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CITATION STYLE
Gilley, K., Weeks, K., Coombs, J., Bell, M., & Kluemper, D. (1970). Board Gender Diversity, Social Performance, and CEO Compensation. Journal of Business Strategies, 36(2), 1–27. https://doi.org/10.54155/jbs.36.2.1-27
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