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Les stratégies comptables entourant un changement de dirigeant en France

Author

Listed:
  • Yves Mard

    (CRCGM - Centre de Recherche Clermontois en Gestion et Management - UdA - Université d'Auvergne - Clermont-Ferrand I - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand)

  • Sylvain Marsat

    (CRCGM - Centre de Recherche Clermontois en Gestion et Management - UdA - Université d'Auvergne - Clermont-Ferrand I - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand)

Abstract

À partir d'un échantillon de 52 changements de dirigeants au sein d'entreprises françaises cotées entre 2000 et 2005, les choix comptables effectués par les dirigeants sortants et entrants sont analysés. L'étude des accruals discrétionnaires montre d'abord que les dirigeants sortants ont tendance à gérer à la hausse les résultats durant les deux exercices qui précèdent leur départ. Ensuite, on observe une baisse très nette des accruals durant l'exercice de succession, conformément à l'hypothèse du « big bath ». Enfin, durant l'exercice qui suit le changement, la gestion du résultat à la hausse est constatée en cas de changement planifié du dirigeant, mais pas dans le cas d'un départ forcé.

Suggested Citation

  • Yves Mard & Sylvain Marsat, 2008. "Les stratégies comptables entourant un changement de dirigeant en France," Post-Print halshs-00525427, HAL.
    • Handle: RePEc:hal:journl:halshs-00525427
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-00525427
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    References listed on IDEAS

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    1. Dubocage, Emmanuelle & Galindo, Géraldine, 2014. "Understanding founder–CEO’s replacement in venture-backed companies: A theoretical and empirical analysis," European Management Journal, Elsevier, vol. 32(3), pages 461-474.

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