Managerial Legacies, Entrenchment and Strategic Inertia
This paper argues that the legacy potential of a firm's strategy is an important determinant of CEO compensation, turnover, and strategy change. A legacy makes CEO replacement expensive, because firm performance can only partially be attributed to a newly employed manager. Boards may therefore optimally allow an incumbent to be entrenched. Moreover, when a firm changes strategy it is optimal to change the CEO, because the incumbent has a vested interest in seeing the new strategy fail. Even though CEOs have no specific skills in our model, legacy issues can explain the empirical association between CEO and strategy change. Copyright (c) 2010 the American Finance Association.
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|Date of creation:||Jan 2007|
|Date of revision:|
|Publication status:||Published in The Journal of Finance, vol.�65, n°6, décembre 2010, p.�2403-2436.|
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- Paul Oyer, 2000.
"Why Do Firms Use Incentives that Have No Incentive Effects?,"
Econometric Society World Congress 2000 Contributed Papers
1440, Econometric Society.
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- Marianne Bertrand & Sendhil Mullainathan, 2001. "Are Ceos Rewarded For Luck? The Ones Without Principals Are," The Quarterly Journal of Economics, MIT Press, vol. 116(3), pages 901-932, August.
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