<?xml version="1.0" encoding="UTF-8"?>
<mods xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xmlns="http://www.loc.gov/mods/v3" version="3.1" xsi:schemaLocation="http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-1.xsd">
  <titleInfo>
    <title>CEO attributes, compensation, and firm value: Evidence from a structural estimation / by T. Beau Page</title>
  </titleInfo>
  <typeOfResource>text</typeOfResource>
  <originInfo>
    <place>
      <placeTerm type="code" authority="marccountry">xxu</placeTerm>
    </place>
    <place>
      <placeTerm type="text">Amsterdam</placeTerm>
    </place>
    <publisher>Elsevier</publisher>
    <dateIssued>May 2018</dateIssued>
    <issuance>monographic</issuance>
  </originInfo>
  <language>
    <languageTerm authority="iso639-2b" type="code">eng</languageTerm>
  </language>
  <physicalDescription>
    <form authority="marcform">print</form>
    <extent> Pages 378-401</extent>
  </physicalDescription>
  <note type="statement of responsibility">T. Beau Page</note>
  <note>Abstract
I present and estimate a dynamic model of chief executive officer (CEO) compensation and effort provision. I find that variation in CEO attributes explains the majority of variation in compensation (equity and total) but little of the variation in firm value. The primary drivers of cross-sectional compensation are risk aversion and influence on the board. Additionally, I estimate the magnitude of CEO agency issues. Removing CEO influence increases shareholder value in the typical firm by 1.74%, making CEOs risk neutral increases shareholder value by 16.12%, and removing all agency frictions increases shareholder value by 28.99%.</note>
  <relatedItem type="series">
    <titleInfo>
      <title> Journal of Financial Economics 128 (2)</title>
    </titleInfo>
  </relatedItem>
  <identifier type="issn">0304-405X</identifier>
  <recordInfo>
    <recordCreationDate encoding="marc">190323</recordCreationDate>
  </recordInfo>
</mods>
