Abstract
The author makes the case that the genesis of the problem surrounding CEO compensation is that many CEOs are not operating under a “fair and reasonable value exchange” with the organization that they lead and that there are very clear reasons why that is the case. He provides insights that help readers find new ways to view, consider and reframe approaches to CEO (and other executive) employment relationships consisting of compensation programs and contracts using the all-important concept of value exchange coupled with a principled approach, appropriate tools and well thought out processes.
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