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Active agents, passive principals: the role of the chief executive in corporate strategy formulation and implementation

dc.contributor.authorRaposo, Clara C.
dc.contributor.authorDow, James
dc.date.accessioned2022-05-24T18:05:07Z
dc.date.available2022-05-24T18:05:07Z
dc.date.issued2000-10
dc.description.abstractIn this paper we use agency theory to study the active role of the chief executive in the formulation of corporate strategy. Unlike traditional applications of agency theory, we allow the aggent (CEO) to play a role in defining the parameters of the agency problem. We argue that CEOs willhave oncentive to propose difficult, ambigious strategies for the corporations. The effect arises becuase in equillibium, the agent may be overcompensated in the sense that the participation constraint is not binding in determining his compensation. The agent can exploit this by proposing ambitious corporate strategies, thereby influencing the parameters of the constraints in the agency problem. The principal (the owners of the company) can mitigate this by precommitting to pay high compensation regardless of the manager's chosen strategy, but may optimally perfer not to do sopt_PT
dc.description.versioninfo:eu-repo/semantics/publishedVersionpt_PT
dc.identifier.citationRaposo, Clara C. and James Dow .(2000). “Active agents, passive principals: the role of the chief executive in corporate strategy formulation and implementation”. London Business School : Said Business School.pt_PT
dc.identifier.urihttp://hdl.handle.net/10400.5/24366
dc.language.isoengpt_PT
dc.publisherLondon Business School : Said Business Schoolpt_PT
dc.subjectAgency Theorypt_PT
dc.subjectExecutive Compensationpt_PT
dc.subjectFree-Cash-Flow Theorypt_PT
dc.subjectStrategic Complexitypt_PT
dc.titleActive agents, passive principals: the role of the chief executive in corporate strategy formulation and implementationpt_PT
dc.typejournal article
dspace.entity.typePublication
rcaap.rightsopenAccesspt_PT
rcaap.typearticlept_PT

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