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Relative Performance Evaluation and Strategic Peer‐Harming Disclosures

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  • MATTHEW J. BLOOMFIELD
  • MIRKO S. HEINLE
  • OSCAR TIMMERMANS

Abstract

Many firms use relative stock performance to evaluate and incentivize their CEOs. We document that such firms routinely disclose information that harms their peers' stock prices, and sometimes explicitly mention the harmed peers, by name, in these disclosures. Consistent with deliberate sabotage, peer‐harming disclosures appear to be aimed at peers whose stock price depressions are most likely to benefit the disclosing firms' CEOs. The pricing effect of these disclosures does not reverse, suggesting that the disclosures contain legitimate information regarding peers' prospects. In sum, our results suggest that relative performance evaluation in CEO pay motivates CEOs to internalize the externalities of their disclosures, and strategically disclose information that harms peers' stock prices, in order to improve their firms' relative standing within their peer group.

Suggested Citation

  • Matthew J. Bloomfield & Mirko S. Heinle & Oscar Timmermans, 2024. "Relative Performance Evaluation and Strategic Peer‐Harming Disclosures," Journal of Accounting Research, Wiley Blackwell, vol. 62(3), pages 877-933, June.
    • Handle: RePEc:bla:joares:v:62:y:2024:i:3:p:877-933
    DOI: 10.1111/1475-679X.12543
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