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The impact of performance-based compensation on misreporting

Natasha Burns and Simi Kedia *

*

Burns is at University of Georgia, Terry College of Business, Athens, GA. 30602, e-mail: nburns@uga.edu. Kedia is at Harvard University, Harvard Business School, Boston, MA 02163, e-mail: skedia@hbs.edu. This paper combines the results of two earlier papers: “Does performance-based compensation explain restatements” by Natasha Burns and “Do Executive Stock Options Generate Incentives for Earnings Management? Evidence from Accounting Restatements” by Simi Kedia. We thank Jean Helwege, Andrew Karolyi, and René Stulz for their comments and advice. We also thank Jim Hsieh, Kose John, Steven Kaplan, Kevin Murphy, Prabhala, Jeremy Stein, Christof Stahel, Ralph Walking, Karen Wruck, David Yermack, participants at the 2003 NBER Universities Research Conference of Corporate Governance, the 2004 AFA Meetings in San Diego, seminars at Arizona State University, Baruch College, Indiana University, Ohio State University, Penn State University, Rice University, Rutgers University, Southern Methodist University, University of Georgetown, University of Houston, University of Illinois, and University of Pittsburgh for helpful comments. All errors are the responsibility of the authors.

The Impact of performance-based compensation on misreporting

Abstract This paper examines the effect of CEO compensation contracts on misreporting. We find that the sensitivity of the CEO’s option portfolio to stock price is significantly positively related to the propensity to misreport. We do not find that the sensitivity of other components of CEO compensation, i.e., equity, restricted stock, long-term incentive payouts and salary and bonus have any significant impact on the propensity to misreport. Relative to other components of compensation, stock options are associated with stronger

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