Option backdating and board interlocks
"The diffusion of an invisible corporate practice: Evidence from stock backdating, 1981-2005," (with F. In contrast to corporate practices accessible to outsiders, this "invisible" practice did not diffuse through board interlocks. We studied the spread of stock backdating, an unethical corporate practice about which public information was virtually absent until 2005."Aspirations, Performance and Organizational Change: A multilevel analysis," (with Olav Sorenson), 2001.Both structural and psychological accounts can explain change in organizational behavior.And there has been a gradual accumulation of advances in addressing the “so what” question.
Together these findings suggest that invisible corporate practices follow unique diffusion patterns. Attention to performance in the Iraq war," (with M. Guided by a theoretical analysis of the influences that decision makers' motives and audiences' legitimacy judgments have on attention allocation, we find that decision makers give less attention to performance metrics in areas where performance is weak and that this self-enhancing tendency is less pronounced when audiences' legitimacy judgments are more favorable.We also find that favorable legitimacy judgments increase attention to performance metrics. We examine the influence of the self-assessment and self-enhancement motives on the choice of comparison organizations.Implications of these results for organizational research on attention and performance feedback are discussed. Study 1 shows that: (1) self-assessment generally prevailed over self-enhancement, guiding decision-makers to choose organizations that were more similar and had better performance; (2) self-enhancement was more pronounced under conditions of low performance, leading participants to more frequently choose organizations that were less similar and had lower performance; and, (3) self-enhancing comparisons inhibited perceptions of failure and the propensity to make changes.We find support for these arguments in the computer workstations industry by focusing the analysis on changes in product portfolios and patent portfolios, two activities that come under the purview of two distinct groups within the organization, executives and technologists.This paper examines developments through the quarter century since the publication of Stokman, Ziegler and Scott's (1985) iconic ten-nation study of the structure of interlocking directorships.
Has the Use of Peer Groups Contributed to Higher Levels of Executive Compensation.