Knowledge@wharton

Companies that use compensation consultants end up paying more to their CEOs leading to allegations that these consultants push for excessively high CEO packages because many of them profit from doing other work for the company. A recent Congressional committee report supported the idea that such conflicts drive up CEO pay. But a new Wharton study by accounting professor Mary Ellen Carter and two colleagues suggests that conflicts of interest between the consultant and the firm aren’t to blame. See acast.com/privacy for privacy and opt-out information.