Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/20247
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dc.contributor.authorSingh, Preet Deep
dc.contributor.authorSingla, Chitra
dc.date.accessioned2018-02-06T10:32:13Z
dc.date.available2018-02-06T10:32:13Z
dc.date.issued2016-04-05
dc.identifier.urihttp://hdl.handle.net/11718/20247
dc.description.abstractAgency theory proposes different mechanisms to mitigate agency costs in the firms. An executive stock options (ESoPs) is one of such mechanism, which is given to the CEO of the firm to align CEO’s goals with that of the owners. In this paper, we contend that ESoPs will not work as a good governance or mitigation mechanism in all types of firms. ESoPs can be an effective mitigation mechanism for a firm with dispersed ownership but it might not be the case for a firm with majority or block shareholding. We extend this argument for ESoPs given to board members as well. We present a framework to understand when it makes sense for a firm to incentivise top management with ESoPs.en_US
dc.language.isoen_USen_US
dc.publisherIndian Institute of Management Ahmedabaden_US
dc.relation.ispartofseriesW.P.;2016-03-55
dc.subjectExecutive stock optionsen_US
dc.subjectESoPsen_US
dc.subjectCEOen_US
dc.titleExecutive stock options: Will it work as a good governance mechanism in all scenarios?en_US
dc.typeWorking Paperen_US
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