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Effects of managerial overconfidence on analyst recommendations

Mei-Chen Lin (), Po-Hsin Ho () and Hsiang-Lin Chih ()
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Mei-Chen Lin: National Taipei University
Po-Hsin Ho: National Taipei University
Hsiang-Lin Chih: National Taipei University

Review of Quantitative Finance and Accounting, 2019, vol. 53, issue 1, No 3, 73-99

Abstract: Abstract This study investigates the relation between managerial overconfidence and analyst recommendations. The empirical finding shows that analysts are less likely to issue upgrade recommendations for firms managed by overconfident CEOs. Similarly, analysts spend a longer time to upgrade stocks associated with overconfident CEOs. The effect of CEO overconfidence on recommendation revisions is non-monotonic. Analysts are more reluctant to upgrade firms with highly-overconfident CEOs. More experienced analysts are less susceptible to managerial overconfidence. Moreover, investors exhibit stronger response to recommendations for firms with overconfident CEOs.

Keywords: Analyst recommendation; Managerial overconfidence; Analyst experience (search for similar items in EconPapers)
JEL-codes: G10 G11 G40 (search for similar items in EconPapers)
Date: 2019
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Citations: View citations in EconPapers (7)

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DOI: 10.1007/s11156-018-0743-4

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