Share-based pay and its effects on managerial risk-taking

The thesis investigates how share-based compensation influences the risk-taking behavior of managers. It delves into the relationship between incentive structures and decision-making processes within corporate governance. By analyzing various case studies and empirical data, the research aims to provide insights into whether share-based pay encourages more aggressive strategies or leads to more cautious management approaches. The findings could have significant implications for designing effective compensation packages that align managerial actions with shareholder interests.