Debt Contracting on Management
BRIAN AKINS
Search for more papers by this authorCorresponding Author
DAVID DE ANGELIS
Correspondence: David De Angelis, Jones Graduate School of Business, Rice University, 6100 Main Street, MS 531 Houston, TX 77005; e-mail: deangelis@rice.edu
Search for more papers by this authorMACLEAN GAULIN
Brian Akins is at Rice University. David De Angelis is at Rice University. Maclean Gaulin is at the University of Utah. We thank Amit Seru (the Editor); an anonymous associate editor; two anonymous referees; Kerry Back; Anne Beatty; Jonathan Bitting; Alex Butler; Alan Crane; Kevin Crotty; Peter Demerjian; Dave Denis (discussant); Dick Dietrich; Jefferson Duarte; Aytekin Ertan; Janet Gao; Yaniv Grinstein; Gustavo Grullon; Matthew Gustafson (discussant); Yael Hochberg; Victoria Ivashina; Sébastien Michenaud; Yihui Pan (discussant); Andrea Pawliczek (discussant); Mitchell Petersen; Paul Povel; K. Ramesh; Michael Roberts; Daniel Saavedra; Doug Skinner; Ioannis Spyridopoulos; Joe Weber; James Weston; Regina Wittenberg-Moerman; Tzachi Zack; Feng Zhang (discussant); and seminar participants at London Business School, The Ohio State University, Rice University, University of Houston, the 2016 Academic Conference on Corporate Governance at Drexel University, the 2016 Annual Meeting of the Financial Management Association, the 2016 Annual Meeting of the Northern Finance Association, the 2016 Colorado Summer Accounting Research Conference, the 2016 Lone Star Accounting Conference, and the 2017 SFS Cavalcade North America Conference for helpful comments. We also thank Ryan Israelsen, Amir Sufi, and Ekaterina Volkova for sharing their data. We are grateful for the excellent research assistance provided by Wendy Chong, Asiya Kazi, Richie Ledo, Sophia Shao, and Richard Swartz. All remaining errors are our own. We have read The Journal of Finance disclosure policy and have no conflicts of interest to disclose.
Search for more papers by this authorBRIAN AKINS
Search for more papers by this authorCorresponding Author
DAVID DE ANGELIS
Correspondence: David De Angelis, Jones Graduate School of Business, Rice University, 6100 Main Street, MS 531 Houston, TX 77005; e-mail: deangelis@rice.edu
Search for more papers by this authorMACLEAN GAULIN
Brian Akins is at Rice University. David De Angelis is at Rice University. Maclean Gaulin is at the University of Utah. We thank Amit Seru (the Editor); an anonymous associate editor; two anonymous referees; Kerry Back; Anne Beatty; Jonathan Bitting; Alex Butler; Alan Crane; Kevin Crotty; Peter Demerjian; Dave Denis (discussant); Dick Dietrich; Jefferson Duarte; Aytekin Ertan; Janet Gao; Yaniv Grinstein; Gustavo Grullon; Matthew Gustafson (discussant); Yael Hochberg; Victoria Ivashina; Sébastien Michenaud; Yihui Pan (discussant); Andrea Pawliczek (discussant); Mitchell Petersen; Paul Povel; K. Ramesh; Michael Roberts; Daniel Saavedra; Doug Skinner; Ioannis Spyridopoulos; Joe Weber; James Weston; Regina Wittenberg-Moerman; Tzachi Zack; Feng Zhang (discussant); and seminar participants at London Business School, The Ohio State University, Rice University, University of Houston, the 2016 Academic Conference on Corporate Governance at Drexel University, the 2016 Annual Meeting of the Financial Management Association, the 2016 Annual Meeting of the Northern Finance Association, the 2016 Colorado Summer Accounting Research Conference, the 2016 Lone Star Accounting Conference, and the 2017 SFS Cavalcade North America Conference for helpful comments. We also thank Ryan Israelsen, Amir Sufi, and Ekaterina Volkova for sharing their data. We are grateful for the excellent research assistance provided by Wendy Chong, Asiya Kazi, Richie Ledo, Sophia Shao, and Richard Swartz. All remaining errors are our own. We have read The Journal of Finance disclosure policy and have no conflicts of interest to disclose.
Search for more papers by this authorABSTRACT
Change of management restrictions (CMRs) in loan contracts give lenders explicit ex ante control rights over managerial retention and selection. This paper shows that lenders use CMRs to mitigate risks arising from CEO turnover, especially those related to the loss of human capital and replacement uncertainty, thereby providing evidence that human capital risk affects debt contracting. With a CMR in place, the likelihood of CEO turnover decreases by more than half, and future firm performance improves when retention frictions are important, suggesting that lenders can influence managerial turnover, even outside of default states, and help the borrower retain talent.
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