Executive reward: Stephen Perkins
Executive reward and its management have become increasingly complex and controversial; the area may also be perceived as replete with contradictions. These three c-factors form a framework for the discussion in this chapter. Executive reward and corporate governance are positioned as inseparable. But, it is argued, dominant theoretical assumptions guiding policy and practice may be appraised and found incomplete, drawing on commentary beyond the mainstream, surfacing complementary lines of inquiry and action.