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Published by: Stanford Business School
Originally published in: 2011
Version: 14 December 2011
Length: 9 pages
Data source: Published sources
Notes: This item is part of a free case collection. For terms & conditions go to www.thecasecentre.org/freecaseterms

Abstract

Executive compensation figures are not what they seem. Executive pay packages contain a diverse mix of incentives whose ultimate value is often quite different from their expected value. Why don't companies clearly differentiate between expected, earned and realized pay? This case is part of the Stanford Graduate School of Business free case collection (visit www.thecasecentre.org/stanfordfreecases for more information on the collection).
Other setting(s):
2011

About

Abstract

Executive compensation figures are not what they seem. Executive pay packages contain a diverse mix of incentives whose ultimate value is often quite different from their expected value. Why don't companies clearly differentiate between expected, earned and realized pay? This case is part of the Stanford Graduate School of Business free case collection (visit www.thecasecentre.org/stanfordfreecases for more information on the collection).

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Other setting(s):
2011

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