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Understanding earnings quality - MIT Sloan School of Management

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accruals) downward in the year <strong>of</strong> the change. Pourciau (1993) also shows that <strong>earnings</strong> tend to be<br />

managed upward in the year following management change. Incoming managers can blame<br />

departing managers for asset impairments. In addition, they can lower the <strong>earnings</strong> benchmark<br />

against which future results are evaluated or create hidden reserves to manage future <strong>earnings</strong>.<br />

Dechow and <strong>Sloan</strong> (1991) document that departing CEOs are more likely to cut R&D<br />

expenditures when they are closer to retirement. The shorter career horizon creates stronger<br />

incentives to focus on short-term operating performance at the expense <strong>of</strong> long-term operating<br />

performance. Pourciau (1993), however, does not find evidence that managers use accruals that<br />

increase <strong>earnings</strong> during their last year with the firm.<br />

DeAngelo (1988) finds evidence that managers use accounting discretion (i.e., abnormal<br />

accruals) to report favorable accounting <strong>earnings</strong> during a proxy contest for board seats after having<br />

been targeted by dissidents for poor <strong>earnings</strong> performance. She also finds evidence <strong>of</strong> big-bath<br />

<strong>earnings</strong> management behavior when dissidents are elected following proxy contests. In follow-up<br />

research, Collins and DeAngelo (1990) find that the market is more responsive to <strong>earnings</strong> during<br />

the proxy contest, which is opposite to the expected result if investors anticipate that managers are<br />

using accounting discretion to boost <strong>earnings</strong>.<br />

The question <strong>of</strong> managerial turnover and more generally the impact <strong>of</strong> individual<br />

characteristics <strong>of</strong> a manager on <strong>earnings</strong> management is important but the evidence is limited (see<br />

Francis, Huang, Rajgopal and Zang, 2008; Schrand and Zechman, 2009; Ge, Matsumoto and Zhang,<br />

2009). Studies <strong>of</strong> the implications <strong>of</strong> manager change face two hurdles. First, it is difficult to<br />

control for factors such as performance that could cause management turnover/selection and<br />

simultaneously affect EQ proxies. Second, in studies <strong>of</strong> departures, it is difficult to identify whether<br />

and when managers expect to depart. This difficulty might explain the difference in results in<br />

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