Board Gender Diversity, Social Performance, and CEO Compensation

K. Gilley; Kelly Weeks; Joseph Coombs; Myrtle Bell; Donald Kluemper

doi:10.54155/jbs.36.2.1-27

Vol. 36 No. 2 (2019), Research Articles

Vol. 36 No. 2 (2019)

Board Gender Diversity, Social Performance, and CEO Compensation

Research Articles

K. Matthew Gilley⁺⁻
Kelly Pledger Weeks⁺⁻
Joseph E. Coombs⁺⁻
Myrtle P. Bell⁺⁻
Donald H. Kluemper⁺⁻

K. Matthew Gilley

St. Mary's University

Kelly Pledger Weeks

Rhodes College

Joseph E. Coombs

Virginia Commonwealth University

Myrtle P. Bell

University of Texas - Arlington

Donald H. Kluemper

University of Illinois - Chicago

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Keywords

Executive Compensation
Boards of Directors
Corporate Social Responsibility
Diversity

How to Cite

Board Gender Diversity, Social Performance, and CEO Compensation. (2019). Journal of Business Strategies, 36(2), 1-27. https://doi.org/10.54155/jbs.36.2.1-27

Abstract

This study examines the extent to which board gender diversity and corporate
social performance influence CEO compensation. The sample includes 1,829
observations from 262 Fortune 500 companies over multiple years. Findings indicate
that board gender diversity and corporate social performance interact to predict CEO
compensation. The data show that boards comprised of a higher percentage of women
place increasing emphasis on certain kinds of corporate social performance when
setting CEO pay, and decreasing emphasis on other types of social performance. Our
findings highlight the complex interrelationships between executive compensation,
board composition, and corporate social performance.

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This article is distributed using a Creative Commons Attribution-NonCommercial 4.0 license. Copyright remains with the author(s).

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Board Gender Diversity, Social Performance, and CEO Compensation

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