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Stanford Closer Look

How Important Is Culture? A Second Look at Keller Williams Realty

David F. Larcker, Brian Tayan
Stanford Closer Look Series Corporate Governance Research Initiative (CGRI) April2016

Keller Williams is one of the most successful real estate franchises in the world. The leaders of the company attribute its growth in large part to a cultural model that emphasizes profit sharing, interdependence, and success through the efforts…

Stanford Closer Look

CEO Pay, Performance, and Value Sharing

Nicholas E. Donatiello, David F. Larcker, Brian Tayan
Stanford Closer Look Series Corporate Governance Research Initiative, Rock Center for Corporate Governance March2016

CEO compensation is a highly controversial subject. While most company directors believe that CEO pay is not a problem, the majority of the American public believes that it is. The difficulties that boards face in justifying CEO pay levels in…

Stanford Closer Look

Seven Myths of Boards of Directors

David F. Larcker, Brian Tayan
Stanford Closer Look Series Corporate Governance Research Initiative (CGRI) October2015

Corporate governance experts pay considerable attention to issues involving the board of directors. Because of the scope of the board’s role and the vast responsibilities that come with directorship, companies are expected to adhere to common…

Stanford Closer Look

Trust and Consequences: A Survey of Berkshire Hathaway Operating Managers

David F. Larcker, Brian Tayan
Stanford Closer Look Series Corporate Governance Research Initiative (CGRI) October2015

For much of its history, Berkshire Hathaway has been regarded primarily as the investment vehicle of Warren Buffett rather than a bona fide corporation. However, as Berkshire Hathaway has expanded beyond its core insurance operations, more…

Stanford Closer Look

Pro Forma Compensation: Useful Insight or Window Dressing?

David F. Larcker, Brian Tayan, Youfei Xiao
Stanford Closer Look Series July2015

In recent years, companies have begun to voluntarily disclose alternative measures of CEO compensation. These figures differ — sometimes significantly — from those reported in the summary compensation tables of the annual proxy. The motivation to…

Stanford Closer Look

How Important Is Culture?: An Inside Look at Keller Williams Realty

David F. Larcker, Brian Tayan
Stanford Closer Look Series April2015

Corporate leaders pay considerable attention to the strategy and finances of their organizations but often less attention to organizational features that impact whether their strategy is successful, including the decision-making structure and the…

Stanford Closer Look

What Can For-Profit and Nonprofit Boards Learn from Each Other About Improving Governance?

Nicholas E. Donatiello, David F. Larcker, Brian Tayan
Stanford Closer Look Series April2015

For-profit and nonprofit organizations exist for different reasons: for-profits to generate a return on investment for shareholders, and nonprofits to pursue charitable and social activities unrelated to commerce. The obligations of the boards of…

Stanford Closer Look

The Ideal Proxy Statement

David F. Larcker, Brian Tayan
Stanford Closer Look Series February2015

Institutional investors are highly dissatisfied with the quality of information that they receive about corporate governance policies and practices in the annual proxy. Across the board, they want proxies to be shorter, more concise, more candid…

Stanford Closer Look

A Meeting of the Minds: How Do Companies Distribute Knowledge and Workload Across Board Committees?

David F. Larcker, Brian Tayan, Christina Zhu
Stanford Closer Look Series December2014

Corporate governance experts pay considerable attention to the composition of the full board of directors. And yet, much of the substantive work of the board is carried out by committee.

While the nominating and governance committee, in…

Stanford Closer Look

The Handpicked CEO Successor

David F. Larcker, Stephen A. Miles, Brian Tayan
Stanford Closer Look Series November2014

The shareholders of public corporations have considerable interest in the choice of individual to serve as CEO of their company. They want to be assured that the company has a viable plan in place to replace the current CEO if necessary.

…

Stanford Closer Look

Follow the Money: Compensation, Risk, and the Financial Crisis

David F. Larcker, Gaizka Ormazabal, Brian Tayan, Daniel J. Taylor
Stanford Closer Look Series September2014

This Closer Look illustrates the relation between executive compensation and organizational risk through the context of the financial crisis of 2008. We demonstrate that the incentives that bankers had to increase firm risk not only increased but…

Stanford Closer Look

Does the Composition of a Company’s Shareholder Base Really Matter?

Anne Beyer, David F. Larcker, Brian Tayan
Stanford Closer Look Series July2014

Corporations dedicate significant time to managing their shareholder base. Does the composition of a company’s shareholder base really impact corporate decision making and stock-market value?

Stanford Closer Look

Lululemon: A Sheer Debacle in Risk Management

David F. Larcker, Sarah M. Larcker, Brian Tayan
Stanford Closer Look Series June2014

In March 2013, LululemonAthletica removed its inventory of women’s black yoga pants from its stores because recent shipments of the product were “too sheer.”

For a company reliant on a reputation for…

Stanford Closer Look

Josh Hardy and the #SaveJosh Army: How Corporate Risk Escalates and Accelerates through Social Media

David F. Larcker, Sarah M Larcker, Brian Tayan
Stanford Closer Look Series April2014

On March 5, biotechnology company Chimerix refused to provide a potentially life-saving drug to 7-year old Josh Hardy who was battling cancer. The drug had not yet received FDA approval, and the company had discontinued its “…

Stanford Closer Look

Corporate Governance According to Charles T. Munger

David F. Larcker, Brian Tayan
Stanford Closer Look Series March2014

Berkshire Hathaway Vice Chairman Charlie Munger is well known as the partner of CEO Warren Buffett and also for his advocacy of “multi-disciplinary thinking” — the application of fundamental concepts from across various academic disciplines to…

Stanford Closer Look

Seven Myths of CEO Succession

David F. Larcker, Stephen A. Miles, Brian Tayan
Stanford Closer Look Series March2014

Many believe that the selection of the CEO is the most important decision that a board can make. Why aren’t more companies prepared for a change at the top?

Stanford Closer Look

Separation Anxiety: The Impact of CEO Divorce on Shareholders

David F. Larcker, Allan McCall, Brian Tayan
Stanford Closer Look Series October2013

There are at least three potential ways in which a CEO divorce might impact a corporation and its shareholders:

  1. It might reduce the executive’s control or influence over the organization.
  2. It might affect his or her…
Stanford Closer Look

Sneak Preview: How ISS Dictates Equity Plan Design

David F. Larcker, Ian D. Gow, Allan McCall, Brian Tayan
Stanford Closer Look Series October2013

Proxy advisory firms have long been known to influence the voting decisions of institutional investors. Now, a growing body of evidence suggests that they also influence company decisions in equity plan design. Should shareholders and the SEC be…

Stanford Closer Look

Pioneering Women on Boards: Pathways of the First Female Directors

David F. Larcker, Brian Tayan
Stanford Closer Look Series September2013

We examine the biographies and professional experiences of the female directors of Fortune 250 companies. How have pathways for women changed? Are the opportunities and obstacles today the same or different?

Stanford Closer Look

Trust: The Unwritten Contract in Corporate Governance

David F. Larcker, Brian Tayan
Stanford Closer Look Series July2013

High-trust organizations are characterized by lower bureaucracy, simpler procedures, and higher productivity. Would shareholders be better off if companies had fewer controls and instead spent more time fostering trust?