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When Promotions Induce Good Managers to Be Lazy

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Author Info
Antoine Renucci
Frédéric Loss

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Abstract

This paper shows that when being perceived as a good manager is a necessary condition to be promoted, a priori talented managers may undertake excessively risky projects. Indeed, such a choice renders more difficult the updating of beliefs process regarding their actual types. In turn, good managers are induced to lower the level of effort they perform since the extent to which effort impacts the perception the market has about their talent is lessened. This adversely impacts the firms' profits. Hence, career concerns do not discipline good managers in our context. However, we show how employers can limit managerial slack by increasing monitoring

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Paper provided by Econometric Society in its series Econometric Society 2004 North American Winter Meetings with number 263.

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Date of creation: 11 Aug 2004
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Handle: RePEc:ecm:nawm04:263

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Related research
Keywords: Promotions; career concerns; choice of risk; monitoring by corporate owners;

Find related papers by JEL classification:
D - Microeconomics
D - Microeconomics

This paper has been announced in the following NEP Reports:

References listed on IDEAS
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  1. Jensen, Michael C. & Meckling, William H., 1976. "Theory of the firm: Managerial behavior, agency costs and ownership structure," Journal of Financial Economics, Elsevier, vol. 3(4), pages 305-360, October. [Downloadable!] (restricted)
  2. Hermalin, Benjamin E, 1993. "Managerial Preferences Concerning Risky Projects," Journal of Law, Economics and Organization, Oxford University Press, vol. 9(1), pages 127-35, April.
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  3. Dewatripont, Mathias & Jewitt, Ian & Tirole, Jean, 1999. "The Economics of Career Concerns, Part I: Comparing Information Structures," Review of Economic Studies, Blackwell Publishing, vol. 66(1), pages 183-98, January. [Downloadable!] (restricted)
  4. Fama, Eugene F, 1980. "Agency Problems and the Theory of the Firm," Journal of Political Economy, University of Chicago Press, vol. 88(2), pages 288-307, April. [Downloadable!] (restricted)
  5. Prendergast, Canice & Stole, Lars, 1996. "Impetuous Youngsters and Jaded Old-Timers: Acquiring a Reputation for Learning," Journal of Political Economy, University of Chicago Press, vol. 104(6), pages 1105-34, December. [Downloadable!] (restricted)
  6. Gibbons, Robert & Murphy, Kevin J, 1992. "Optimal Incentive Contracts in the Presence of Career Concerns: Theory and Evidence," Journal of Political Economy, University of Chicago Press, vol. 100(3), pages 468-505, June. [Downloadable!] (restricted)
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  7. Scharfstein, David S & Stein, Jeremy C, 1990. "Herd Behavior and Investment," American Economic Review, American Economic Association, vol. 80(3), pages 465-79, June.
    Other versions:
  8. DeMarzo, Peter M & Duffie, Darrell, 1995. "Corporate Incentives for Hedging and Hedge Accounting," Review of Financial Studies, Oxford University Press for Society for Financial Studies, vol. 8(3), pages 743-71. [Downloadable!] (restricted)
  9. Jensen, Michael C & Murphy, Kevin J, 1990. "Performance Pay and Top-Management Incentives," Journal of Political Economy, University of Chicago Press, vol. 98(2), pages 225-64, April. [Downloadable!] (restricted)
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  10. Bruno Biais & Catherine Casamatta, 1999. "Optimal Leverage and Aggregate Investment," Journal of Finance, American Finance Association, vol. 54(4), pages 1291-1323, 08. [Downloadable!] (restricted)
  11. Antoine Renucci & Frederic Loss, 2002. "The Fallacy of New Business Creation as a Disciplining Device for Managers," FMG Discussion Papers dp398, Financial Markets Group. [Downloadable!] (restricted)
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