Stock-Based Compensation and CEO (Dis)Incentives
Abstract
The use of stock-based compensation as a solution to agency problems between shareholders and managers has increased dramatically since the early 1990s. We show that in a dynamic rational expectations model with asymmetric information, stock-based compensation not only induces managers to exert costly effort, but also induces them to conceal bad news about future growth options and to choose suboptimal investment policies to support the pretense. This leads to a severe overvaluation and a subsequent crash in the stock price. Our model produces many predictions that are consistent with the empirical evidence and are relevant to understanding the current crisis. (c) 2010 by the President and Fellows of Harvard College and the Massachusetts Institute of Technology..Download Info
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Bibliographic Info
Article provided by MIT Press in its journal Quarterly Journal of Economics.
Volume (Year): 125 (2010)
Issue (Month): 4 (November)
Pages: 1769-1820
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Web page: http://mitpress.mit.edu/journals/
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Web: http://mitpress.mit.edu/journal-home.tcl?issn=00335533
Related research
Keywords:Other versions of this item:
- Efraim Benmelech & Eugene Kandel & Pietro Veronesi, 2008. "Stock-Based Compensation and CEO (Dis)Incentives," NBER Working Papers 13732, National Bureau of Economic Research, Inc.
- Benmelech, Effi & Kandel, Eugene & Veronesi, Pietro, 2007. "Stock-Based Compensation and CEO (Dis)Incentives," CEPR Discussion Papers 6515, C.E.P.R. Discussion Papers.
- G31 - Financial Economics - - Corporate Finance and Governance - - - Capital Budgeting; Fixed Investment and Inventory Studies
- G34 - Financial Economics - - Corporate Finance and Governance - - - Mergers; Acquisitions; Restructuring; Corporate Governance
- G35 - Financial Economics - - Corporate Finance and Governance - - - Payout Policy
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Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.Cited by:
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"CEO Compensation,"
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