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leading to a takeover announcement. Using a sample of 3,455 Chinese listed firms that are targets of successful acquisitions … also suggests that pre-merger earnings management in target firms is not fully anticipated by the market before the … takeover announcement. We find no evidence of earnings management immediately after the announcement quarter. …
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all bidders forecast, we document a higher likelihood of post-merger litigation and CEO turnover for bidders with a weak … forecasting reputation and for those that underperform post-merger …
Persistent link: https://www.econbiz.de/10012905443
Empirical evidence regarding accrual-based earnings management around mergers and acquisitions has been setting-specific as far as target firms are concerned. This might be due to the fact that target firms cannot always anticipate an acquisition proposal, and thus lack the motive and the time...
Persistent link: https://www.econbiz.de/10013033154
This paper examines whether high-ability managers’ earnings smoothing is motivated by the need to mitigate the adverse effects of heightened information asymmetry triggered by mergers and acquisitions (M&As) on managers’ reputation capital (job loss) and firm value. We document that...
Persistent link: https://www.econbiz.de/10013221711
This paper examines whether high-ability managers’ earnings smoothing is motivated by the need to mitigate the adverse effects of heightened information asymmetry, triggered by mergers and acquisitions (M&As), on managers’ reputation capital (job loss) and firm value. We document that...
Persistent link: https://www.econbiz.de/10013226621
It is commonly perceived that firms do not want to be outsiders to a merger between competitor firms. We instead argue … that it is beneficial to be a non-merging rival firm to a large horizontal merger. Using a sample of mergers with expert … merger announcement date. Further, we find that the stock reaction of rivals to merger events is not sensitive to merger …
Persistent link: https://www.econbiz.de/10010364303
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