CARLOS FERNANDEZ-MENDEZ

Dr. CARLOS FERNANDEZ-MENDEZ

University of Oviedo, Spain
orcid

Research Focus & Metrics

Academic Career Length

29Years (1998-Present)

(Calculated once Scilit publication data is synced: current year − year of first publication + 1)

Representative Publications

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1 December 2016 in Journal of Family Business Strategy
Verified
Journal Article
Closed access
RARubén Arrondo-García
Rubén Arrondo-García
CFCARLOS FERNANDEZ-MENDEZ
CARLOS FERNANDEZ-MENDEZ
SMSusana Menéndez-Requejo
Susana Menéndez-Requejo

1 November 2005 in Corporate Governance: An International Review
Verified
Journal Article
Closed access
PDF file
CFCARLOS FERNANDEZ-MENDEZ
CARLOS FERNANDEZ-MENDEZ
RARuben Arrondo
Ruben Arrondo

1 November 2015 in Pacific-Basin Finance Journal
Verified
Journal Article
Closed access
CFCARLOS FERNANDEZ-MENDEZ
CARLOS FERNANDEZ-MENDEZ
SPShams Pathan
Shams Pathan
RGRubén Arrondo García
Rubén Arrondo García

25 September 2007 in Corporate Governance: An International Review
Verified
Journal Article
Closed access
PDF file
CFCARLOS FERNANDEZ-MENDEZ
CARLOS FERNANDEZ-MENDEZ
RGRubén Arrondo García
Rubén Arrondo García

17 August 2018 in Frontiers in Psychology
Verified
Journal Article
Open access
PDF file
AGAntonio L. García-Izquierdo
Antonio L. García-Izquierdo
CFCARLOS FERNANDEZ-MENDEZ
CARLOS FERNANDEZ-MENDEZ
RARubén Arrondo-García
Rubén Arrondo-García
Women have traditionally been underrepresented on boards of companies, but after some social and legal pressure their presence has been increased during recent years. This paper examines the relation of the presence of female directors both at board meetings and at audit and remuneration committees, with CEO pay and the shareholders' consultative vote on managerial remuneration plans (“say on pay”). Using a large sample of Spanish firms listed between 2011 and 2015, our study reveals that firms with female representation on their remuneration committee, display lower levels of CEO pay and CEO pay growth. We also obtain evidence that this effect is attributable to the proprietary female directors. Additionally, from the “say on pay” perspective, female membership of the remuneration committee is associated with a lower number of votes in terms of director remuneration reports and related policies. Overall, our results indicate that female directors on the remuneration committee contribute to a moderation of executive remuneration growth and are consequently perceived by shareholders as valuable resources in the design of executive remuneration plans. This confirms the influence of the minority group, females, in the sustainable progress of these companies. Our results support the presence of female directors not only as a social measure or tokenism, but also as a contribution to good governance practice.

9 July 2016 in Australian Journal of Management
Verified
Journal Article
Closed access
SPShams Pathan
Shams Pathan
RFRobert Faff
Robert Faff
CFCARLOS FERNANDEZ-MENDEZ
CARLOS FERNANDEZ-MENDEZ
NMNicholas Masters
Nicholas Masters
Using a sample of US listed firms over the 1989–2012 period, we find that financially constrained dividend-increasing firms experience superior short-run abnormal stock returns, but suffer worse operating performance compared to similar unconstrained firms. More specifically, constrained firms in more competitive industries realize poorer long-run and operating performance. Likewise, constrained firms that increase dividends during the financial crisis also deliver inferior post-dividend-increase long-run return than do unconstrained firms. We also find evidence that constrained firms show worse stock market reaction to new equity issue announcements following dividend increase, but display a positive market response if they potentially have high investment growth opportunities. Our results are robust to alternative financial constraint proxies and abnormal return measures.