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The effect of entrenched boards on corporate risk-taking: testing the quiet life hypothesis


  • P. Chintrakarn
  • N. Jiraporn
  • P. Jiraporn


The quiet life hypothesis posits that entrenched managers are well insulated from removal and thus prefer to enjoy a quiet life, i.e. they tend to be less ambitious, avoid difficult decisions and engage in less risk-taking (Bertrand and Mullainathan, 2003). We utilize the staggered board (or classified board) to test this hypothesis. The staggered board is a powerful takeover defence that enables inefficient managers to evade the discipline of the takeover market, thereby exacerbating managerial entrenchment (Bebchuk and Cohen, 2005). We find that managers entrenched by the staggered board adopt significantly less risky strategies, consistent with the quiet life hypothesis. In particular, the presence of a staggered board reduces the volatility of stock returns by 4.46%. We also show that our conclusion is unlikely affected by the presence of endogeneity.

Suggested Citation

  • P. Chintrakarn & N. Jiraporn & P. Jiraporn, 2013. "The effect of entrenched boards on corporate risk-taking: testing the quiet life hypothesis," Applied Economics Letters, Taylor & Francis Journals, vol. 20(11), pages 1067-1070, July.
  • Handle: RePEc:taf:apeclt:v:20:y:2013:i:11:p:1067-1070
    DOI: 10.1080/13504851.2013.783677

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    Cited by:

    1. repec:eee:ehbiol:v:28:y:2018:i:c:p:38-52 is not listed on IDEAS
    2. Sun, Jerry & Liu, Guoping, 2014. "Audit committees’ oversight of bank risk-taking," Journal of Banking & Finance, Elsevier, vol. 40(C), pages 376-387.
    3. Astghik Mavisakalyan, 2016. "Looks matter: Attractiveness and employment in the former soviet union," Bankwest Curtin Economics Centre Working Paper series WP1604, Bankwest Curtin Economics Centre (BCEC), Curtin Business School.

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