Since the last decade, there have been intense debates over whether executive compensation contracts are set optimally for interest alignment between management and shareholders. As Jensen and Murphy (2010) noted, the real problem of compensation is 'not how much you pay, but how'. While there is an agreement that performance-based pay can influence corporate investment decisions, the evidence is less clear on how and to what extent such a link is established. The real interest of this study is to examine the design of compensation contracts that motivates CEOs to make more efficient capital allocation decisions.
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