So much for getting executive compensation under control.
Larry Ellison, the chief executive of Oracle, may not care what you think about his $78.4 million in 2013 compensation, the highest in the Equilar 100 C.E.O. Pay Study.
Oregon may have among the most dysfunctional online insurance exchanges in the nation.
Shareholders are still concerned about slow spending and growing competition from smaller, nimble rivals.
Opposition to outsize pay packages should not be reserved just for executives on Wall Street, Steven M. Davidoff writes.
Oracle’s purchase of Corente pushes the once web-shy technology giant further into the Internet age.
Acquisitions, combined with cost-cutting, tend to be a popular way for corporations to try to rejuvenate. But as Robert Cyran of Reuters Breakingviews notes, it is often a losing proposition.
The acquisition will extend Oracle’s reach into online marketing. The software maker allows brands to coordinate advertising across the web.
Shareholders rejected the Oracle chief’s $78 million pay package in a nonbinding vote. But there are better ways to shrink C.E.O. pay.
A majority of shareholders demonstrated their opposition to the compensation of chief executive Lawrence Ellison, voting against a resolution on the company’s pay practices.