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2016 | vol. 16, iss. 1 | 174--185
Tytuł artykułu

Using Sectoral Indexes to Discount the Exercise Price of Employee Stock Options

Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Employee stock options (ESOs) are an instrument in compensating top management of corporations. In the literature, they are described as a variable component of remuneration of a long-term character (Borkowska, 2012). There are six characteristic elements of the ESO: a grant date, the ESO plan duration, employees entitled to receive options, vesting criteria, a vesting period, and an exercise price. The article refers to the exercise price. The remuneration of employees is determined by the option's intrinsic value, i.e. the difference between the current stock price and the exercise price. This difference affects the costs incurred by a company in relation with their incentive stock option plan. In this connection, the exercise price of stock options needs to be analysed. The literature shows that usually the strike price is equal to the stock market's value at the time the option is granted. The options issued with an exercise price equal to the market value of the company's stock on the date of the grant usually lead to at-the-money options. Walker (2009) mentions that almost all options issued by US firms have been such type of options. Hence, the options with exercise prices less than the prices of the underlying assets have been rarely observed. One of the solutions can be discounting the exercise price by using sectoral indexes, which are sensitive to changes on a particular market. The purpose of this paper is to address several aspects of specifying the exercise price in ESOs. The research shows how sector indexes can be used to discount it. Using sectoral indexes in determining the exercise price can partly limit the unreasonably high profits from the ESO. The literature does not provide ready-made formulas of exercise prices based on specific variables. The aim of the research is to present and apply the formula of the exercise prices in which sectoral indices are used to discount. The data are from the Warsaw Stock Exchange (WSE) and include those companies that revealed the information concerning their incentive programs in 1999-2013. The relevant data come from annual reports, current reports, supervisory boards' resolutions, and press announcements. (original abstract)
Rocznik
Strony
174--185
Opis fizyczny
Twórcy
  • University of Szczecin, Poland
Bibliografia
  • Bebchuk, L.A., Fried, J.M. (2004). Pay without performance: the unfulfilled promise of executive compensation. London: Harvard University Press.
  • Borkowska, S. (2012). Skuteczne strategie wynagrodzeń - tworzenie i zastosowanie. Warszawa: Wolters Kluwer Polska.
  • Brenner, M., Sundaram, R., Yermack, D. (2000). Altering the terms of executive stock options. Journal of Financial Economics, 57, 103-128. [Crossref]
  • Chance, D., Kumar, R., Todd, R. (2000). The "repricing" of executive stock options. Journal of Financial Economics, 57, 129-154. [Crossref]
  • Commission Recommendation of 30 April 2009 complementing Recommendations 2004/913/EC and 2005/162/EC as regards the regime for the remuneration of directors of listed companies. Official Journal of the European Union.
  • Gilson, S., Vetsuypens, M. (1993). CEO compensation in financially distressed firms: an empirical analysis. Journal of Finance, 48, 425-458. [Crossref]
  • Hall, B.J., Murphy, K.J. (2000). Optimal exercise price for executive stock options. American Economic Review, 90 (2), 209-214. [Crossref]
  • Hall, B.J., Murphy, K.J. (2002). Stock options for undiversified executives. Journal of Accounting and Economics, 33, 3-42, 209.
  • Johnson, S., Tian, Y. (2000). Indexed executive stock options. Journal of Financial Economics, 57, 35-64. [Crossref]
  • Lambert, R.A., Lanen, W.N., Larcker, D.F. (1989). Executive stock option plans and corporate dividend policy. Journal of Financial and Quantitative Analysis, 24, 409-425. [Crossref]
  • Majewska, A. (2013). Instrumenty pochodne jako narzędzia wspomagające zarządzanie ryzykiem w przedsiębiorstwie. Szczecin: Wydawnictwo volumina.pl.
  • Rappaport, A. (1999). New Thinking on how to link executive pay with performance. Harvard Business Review, March/April, 91-101.
  • Saly, J. (1994). Repricing executive stock options in a down market. Journal of Accounting and Economics, 19, 325-356.
  • Tosi, H.L. (2005). Pay without performance: The unfulfilled promise of executive compensation. Administrative Science Quarterly, 50, 483-487. [Crossref]
  • Walker, D.I. (2009). The non-option: understanding the dearth of discounted employee stock options. Boston University Law Review, 89, 1505-1563.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
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