Skip to main content
Article thumbnail
Location of Repository

Exploring the remuneration ‘black box’: establishing an organizational learning insight into changing remuneration committee ‘social worlds’

By Andrew D. Rowe and Lisa Shifei Liu


Current executive compensation research posits a need to extend analysis beyond principalagent theory in order to explore the complex social influences and processes implicated in Remuneration Committee (RemCo) decision-making (e.g. Bender, 2007; Kakabadse et al, 2006; Main et al., 2007), particularly given the current uproar surrounding reported levels and structuring of executive remuneration. We respond to this international need by highlighting how innovative organizational learning theorizing can be integrated into further investigations of the remuneration ‘Black Box’, in order to focus attention upon the nuances of what and how organizational learning takes place in the remuneration process. Additionally, we note the importance of investigating the main actors and particularly their performance of complex roles within their rapidly evolving ‘social worlds’. By exploring the organizational learning phenomena implicated in executive remuneration, we argue that practitioners, regulatory bodies etc. can appreciate further the implications of their respective decision-making

Topics: HD
Publisher: Warwick Business School
Year: 2010
OAI identifier:

Suggested articles


  1. (2000). A Dialogic Analysis of Organizational Learning’, doi
  2. (1997). A review and case study on learning organizations’, doi
  3. (2009). A review of corporate governance in UK banks and other financial industry entities: Final recommendations’, doi
  4. (2007). A Theory of Friendly Boards’, doi
  5. (2008). Accounting Choices and Director Interlocks: A Social Network Approach to the Voluntary Expensing of Stock Option Grants’ doi
  6. (2006). Chairman and Chief Executive Officer (CEO): that Sacred and Secret Relationship’, doi
  7. (2000). Communities of Practice, Foucault and Actor-Network Theory’, doi
  8. (2004). Compare and Contrast: perspectives on board committees’ doi
  9. (1988). Compensation and Incentives: Practice vs. doi
  10. (2009). Disclosed: An exploration of board remuneration committee challenges’, Asia Pacific doi
  11. (2008). Diving for pearls: the importance of Board induction and re-induction’, doi
  12. (2008). Everything for sale: how nonexecutive directors make a difference’, doi
  13. (2008). Executive Pay and the Search for Legitimacy: An Investigation into How UK Remuneration Committees Use Corporate Performance Comparisons in Long-term Incentive Pay Decisions’, doi
  14. (2006). Exploring Critical Dialogue in the Boardroom: Getting Inside the Empirical Black Box of Board Dynamics’, Working Paper, doi
  15. (1994). From Groupthink to Teamthink: Toward the Creation of Constructive Thought Patterns in Self-Managing Work Teams’, doi
  16. (1995). Learning From Experience: From Individual Discovery to MetaDialogue via the Evolution of Transitional Myths’, doi
  17. (2002). Learning in a constellation of interconnected practices: canon or dissonance?’, doi
  18. (2006). Learning-in-Practise: The Social Complexity of Learning in Working Life’, AIM Working Paper Series: doi
  19. (2006). Limits to Communities of Practice’, doi
  20. (2008). Making Dance: Learning & Designing Issues
  21. (1998). On Two Metaphors for Learning and the Dangers of Choosing doi
  22. (2005). Ordering top pay: interpreting the signals’, doi
  23. (1994). Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning and Innovation”, doi
  24. (2010). Organizational learning as a situated routine-based activity in international settings’, doi
  25. (2004). Organizational Learning: “The Third Way”’, doi
  26. (1978). Organizational Learning: A Theory of Action Perspective, doi
  27. (2006). Organizations as arenas of social worlds; towards an alternative perspective on organizational learning?’, paper presented at OLKC Conference at the University of Warwick,
  28. (2002). Organizing Reflection’, doi
  29. (1995). Perspective Making and Perspective Taking in doi
  30. (2007). Questioning the Remuneration Committee Process’, Working Paper 21
  31. (2004). Remuneration: Where We've Been, How We Got to Here, What Are the Problems, and How to Fix them', ECGI-Finance Working Paper No. doi
  32. (2003). Review of the Role and Effectiveness of Non-Executive Directors, doi
  33. (2009). Revisiting the Concept of Practice: Toward an Argumentative Understanding of Practicing’, doi
  34. (2001). Second-Order Imitation: Uncovering Latent doi
  35. (2004). Share-based Payment’, doi
  36. (2009). Shareholder Remuneration Votes and CEO Compensation Design’, doi
  37. (2009). Strong Managers, Weak Boards?’ doi
  38. (2005). Studying Board Context, Process and Dynamics: Some Challenges for the Future’, doi
  39. (1993). Taking Flight: Dialogue, Collective Thinking doi
  40. (2006). The ABI Guidelines for Share-based Incentive Schemes: Setting the Hurdle Too High’, doi
  41. (2002). The Audit Committee: Performing Corporate Governance. doi
  42. (1999). The Dance of Change: The Challenges of Sustaining Momentum in Learning Organizations. A Fifth Discipline Resource. doi
  43. (1992). The Fifth Discipline. doi
  44. (2010). The Impact of Accounting for Share-based Payment on Executive Compensation Plans: The Case of FTSE 350 Firms’, Unpublished working paper,
  45. (2006). The Non-executive Director's Handbook, doi
  46. (2001). The Paradoxical Nature of the Relationship between Training and Learning’, doi
  47. (2005). The politics of networked innovation’, doi
  48. (2006). The Role of the Board Remuneration Committee. How Remcos function in determining top executive pay’. Parc: Performance and Reward Centre, Research Report (PARC
  49. (1995). The Social Construction of Organizational Learning doi
  50. (2001). Trust and Control in Anglo-American systems of corporate governance: The individualizing and socializing effects of processes of accountability’, doi
  51. (2000). Understanding human competence at work: An interpretative approach’ doi
  52. (2005). Voluntary Adoption of Non-local GAAP in the European Union: A Study of Determinants and Consequences’, European Accounting Review 14(3): 487 - doi

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.