<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>0121-5051</journal-id>
<journal-title><![CDATA[Innovar]]></journal-title>
<abbrev-journal-title><![CDATA[Innovar]]></abbrev-journal-title>
<issn>0121-5051</issn>
<publisher>
<publisher-name><![CDATA[Facultad de Ciencias Económicas. Universidad Nacional de Colombia.]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S0121-50512021000400161</article-id>
<article-id pub-id-type="doi">10.15446/innovar.v31n82.98419</article-id>
<title-group>
<article-title xml:lang="en"><![CDATA[Getting Back to Basics: Challenging Complexity and Accountability in the Boardroom]]></article-title>
<article-title xml:lang="es"><![CDATA[DE VUELTA A LO BÁSICO: DESAFIANDO LA COMPLEJIDAD Y LA RESPONSABILIDAD EN LA SALA DE JUNTAS]]></article-title>
<article-title xml:lang="pt"><![CDATA[VOLTANDO AO BÁSICO: DESAFIANDO A COMPLEXIDADE E A RESPONSABILIDADE NA SALA DE REUNIÕES]]></article-title>
<article-title xml:lang="fr"><![CDATA[REVENIR À L'ESSENTIEL: CONTESTER LA COMPLEXITÉ ET LA RESPONSABILITÉ DANS LA SALLE DE CONSEIL]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Gendron]]></surname>
<given-names><![CDATA[Yves]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Malsch]]></surname>
<given-names><![CDATA[Bertrand]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Tremblay]]></surname>
<given-names><![CDATA[Marie-Soleil]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Université Laval Québec City  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Canada</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,University Kingston  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Canada</country>
</aff>
<aff id="Af3">
<institution><![CDATA[,Québec City  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Canada</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>12</month>
<year>2021</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>12</month>
<year>2021</year>
</pub-date>
<volume>31</volume>
<numero>82</numero>
<fpage>161</fpage>
<lpage>178</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_arttext&amp;pid=S0121-50512021000400161&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_abstract&amp;pid=S0121-50512021000400161&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_pdf&amp;pid=S0121-50512021000400161&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="en"><p><![CDATA[ABSTRACT: This paper investigates the dynamics of complexity and expertise in the context of compensation committees (CCS). Drawing on semistructured interviews, mostly with cc members and consultants, we bring to light two axes of subordination that impact the mindset of corporate governance participants, and may ultimately undermine directors' degree of accountability to shareholders. The first axis involves cc members' subordination to consultant expertise, which tends to be considered as an indispensable ally in dealing appropriately with the webs of complexity that allegedly characterize executive compensation. Nourished partially by the first axis, the second implies subservience to these webs of complexity, which are widely presumed and naturalized by cc members and the consulting experts they employ. One of our main contributory statements is to question the ascendancy of complexity in the boardroom, casting doubt on one of the key assumptions upon which practices and expertise in contemporary corporate governance institutions are built and promoted. We also question the extent of epistemic dependency in many compensation committees, where much of the knowledge necessary to properly operate the repertoire of practices (deemed necessary to address the problem of executive compensation determination) is not primarily in the hands of cc members, but rather in those of consultants.]]></p></abstract>
<abstract abstract-type="short" xml:lang="es"><p><![CDATA[RESUMEN: Este artículo estudia la dinámica de la complejidad y la experiencia en el contexto de los comités de compensación (CC). A partir de entrevistas semiestructuradas, principalmente con miembros y consultores de cc, se revela la existencia de dos ejes de subordinación que impactan la mentalidad de los participantes en instancias de gobierno corporativo y que, en última instancia, podrían llegar a afectar el grado de responsabilidad de los directores ante los accionistas. El primer eje involucra la subordinación de los miembros de un CC ante la experiencia de consultores externos, quienes tienden a ser considerados aliados imprescindibles en el manejo de las redes de complejidad que aparentemente caracterizan la compensación de los ejecutivos. Alimentado en parte por el primer eje, el segundo da cuenta del sometimiento a dichas redes de complejidad, que son ampliamente asumidas y naturalizadas por los miembros de un CC y los consultores que estos contratan. Una de las principales contribuciones de esta investigación tiene que ver con el cuestionamiento al predominio de la complejidad dentro de las juntas directivas, con lo cual se pone en tela de juicio uno de los supuestos clave sobre los que se construyen y promueven las prácticas y la experiencia de las instituciones contemporáneas de gobierno corporativo. También cuestionamos el alcance de la dependencia epistémica en muchos CC, donde gran parte del conocimiento necesario para operar adecuadamente el repertorio de prácticas existentes (consideradas indispensables para establecer la compensación ejecutiva) no está en manos de los miembros del cc de una organización, sino en poder de su equipo de asesores.]]></p></abstract>
<abstract abstract-type="short" xml:lang="pt"><p><![CDATA[RESUMO: O presente trabalho investiga a dinâmica da complexidade e da expertise no contexto dos comitês de remuneração (CCS, na sigla em inglês). A partir de entrevistas semiestruturadas, principalmente com membros e consultores do cc, trazemos à luz dois eixos de subordinação que impactam a mentalidade dos participantes da governança corporativa e podem, em última instância, comprometer o grau de responsabilização dos diretores com os acionistas. O primeiro eixo envolve a subordinação dos membros do cc à expertise de consultores, que tende a ser considerada como uma aliada indispensável para lidar adequadamente com as teias de complexidade que supostamente caracterizam a remuneração executiva. Parcialmente nutrido pelo primeiro eixo, o segundo implica uma subserviência a essas teias de complexidade, que são amplamente presumidas e naturalizadas pelos membros do cc e pelos especialistas em consultoria empregados por eles. Uma de nossas principais contribuições é questionar a ascensão da complexidade na sala de reuniões, levantando dúvidas sobre um dos principais pressupostos sobre o qual as práticas e a expertise em instituições contemporâneas de governança corporativa são construídas e promovidas. Questionamos também a extensão da dependência epistêmica em muitos comitês de remuneração, em que grande parte do conhecimento necessário para operar adequadamente o repertório de práticas (consideradas necessárias para enfrentar o problema da determinação da remuneração executiva) não está principalmente nas mãos dos membros do cc, mas sim nas mãos dos consultores.]]></p></abstract>
<abstract abstract-type="short" xml:lang="fr"><p><![CDATA[RÉSUMÉ: Cet article étudie la dynamique de la complexité et de l'expertise dans le contexte des comités de rémunération (CR). À partir d'entretiens semi-directifs, principalement avec des membres des CR et des consultants, nous mettons en lumière deux axes de subordination qui ont un impact sur l'état d'esprit des participants à la gouvernance d'entreprise, et peuvent finalement miner le degré de responsabilité des administrateurs envers les actionnaires. Le premier axe concerne la subordination des membres du CR à l'expertise des consultants, qui tend à être considérée comme un allié indispensable pour faire face de manière appropriée aux réseaux de complexité qui caractériseraient la rémunération des dirigeants. Nourrie en partie par le premier axe, le second implique l'asservissement à ces réseaux de complexité, largement présumés et naturalisés par les membres du CR et les experts conseillers qu'ils emploient. L'un de nos principaux énoncés contributoires est de remettre en question l'emprise de la complexité dans la salle du conseil, en jetant le doute sur l'une des hypothèses clés sur lesquelles les pratiques et l'expertise des institutions contemporaines de gouvernance d'entreprise se construisent et sont promues. Nous remettons également en question l'étendue de la dépendance épistémique dans de nombreux comités de rémunération, où une grande partie des connaissances nécessaires pour exploiter correctement le répertoire de pratiques (jugées nécessaires pour résoudre le problème de la détermination de la rémunération des dirigeants) n'est pas principalement entre les mains des membres du CR, mais plutôt dans celles des consultants.]]></p></abstract>
<kwd-group>
<kwd lng="en"><![CDATA[Boards of directors]]></kwd>
<kwd lng="en"><![CDATA[complexity]]></kwd>
<kwd lng="en"><![CDATA[consulting firms]]></kwd>
<kwd lng="en"><![CDATA[corporate governance]]></kwd>
<kwd lng="en"><![CDATA[executive compensation]]></kwd>
<kwd lng="en"><![CDATA[expertise]]></kwd>
<kwd lng="es"><![CDATA[junta directiva]]></kwd>
<kwd lng="es"><![CDATA[complejidad]]></kwd>
<kwd lng="es"><![CDATA[firmas consultoras]]></kwd>
<kwd lng="es"><![CDATA[gobierno corporativo]]></kwd>
<kwd lng="es"><![CDATA[compensación de los ejecutivos]]></kwd>
<kwd lng="es"><![CDATA[experiencia]]></kwd>
<kwd lng="pt"><![CDATA[conselhos diretores]]></kwd>
<kwd lng="pt"><![CDATA[complexidade]]></kwd>
<kwd lng="pt"><![CDATA[empresas de consultoria]]></kwd>
<kwd lng="pt"><![CDATA[expertise]]></kwd>
<kwd lng="pt"><![CDATA[governança corporativa]]></kwd>
<kwd lng="pt"><![CDATA[remuneração dos executivos]]></kwd>
<kwd lng="fr"><![CDATA[conseils d'administration]]></kwd>
<kwd lng="fr"><![CDATA[complexité]]></kwd>
<kwd lng="fr"><![CDATA[cabinets de conseil]]></kwd>
<kwd lng="fr"><![CDATA[gouvernance d'entreprise]]></kwd>
<kwd lng="fr"><![CDATA[rémunération des dirigeants]]></kwd>
<kwd lng="fr"><![CDATA[expertise]]></kwd>
</kwd-group>
</article-meta>
</front><back>
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