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Managerial Risk-Taking Incentives and Executive Stock Option Repricing: A Study of US Casino Executives

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  • Daniel A. Rogers

Abstract

I examine the relation between managerial incentives from holdings of company stock and options and stock option repricing. Because options provide incentives to increase both risk and stock price, firms must realize that as options go underwater, executives might face incentives to invest in risky, negative NPV projects. Repricing may alleviate such incentives. I examine repricing activity by firms in the US gaming industry and find that risk-taking incentives from options are positively related to the incidence of executive option repricing. The results support the hypothesis that repricing assists firms in alleviating excessive risktaking incentives of senior management.

Suggested Citation

  • Daniel A. Rogers, 2005. "Managerial Risk-Taking Incentives and Executive Stock Option Repricing: A Study of US Casino Executives," Financial Management, Financial Management Association, vol. 34(1), Spring.
  • Handle: RePEc:fma:fmanag:rogers05
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    References listed on IDEAS

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    Cited by:

    1. Coles, Jeffrey L. & Hertzel, Michael & Kalpathy, Swaminathan, 2006. "Earnings management around employee stock option reissues," Journal of Accounting and Economics, Elsevier, pages 173-200.
    2. O’Connor, Matthew & Rafferty, Matthew & Sheikh, Aamer, 2013. "Equity compensation and the sensitivity of research and development to financial market frictions," Journal of Banking & Finance, Elsevier, vol. 37(7), pages 2510-2519.
    3. S. P. Chakravarty & D. D. Thomakos & K. I. Nikolopoulos, 2016. "Growth, deregulation and rent seeking in post-war British economy," Applied Economics, Taylor & Francis Journals, vol. 48(18), pages 1719-1729, April.
    4. Fabrizi, M. & Parbonetti, A., 2013. "Privatized Returns and Socialized Risks: CEO Incentives, Securitization Accounting and the Financial Crisis," CITYPERC Working Paper Series 2013-08, Department of International Politics, City University London.

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