Research has shown the importance of corporate disclosure and dissemination in reducing information asymmetry and improving market efficiency. However, even though investors and analysts might receive corporate disclosures, they often need help with assimilating the information to better understand its implications for firm value. This paper examines whether investor relations (IR) teams provide value by facilitating the assimilation of firm information by the market. We find that firms with IR officers have lower stock price volatility, lower analyst forecast dispersion, higher analyst forecast accuracy, and quicker price discovery, consistent with IR professionals aiding market participants in their assimilation of firm information. We also show that our findings are stronger for firms with longer-tenured IR officers. Finally, we find that when firms transition from a long-tenured IR officer to a new IR officer, stock price volatility increases, analyst forecasts become more disperse and less accurate, and the price discovery process slows. Collectively, these findings suggest that in-house IR teams, particularly those with greater experience, help facilitate information assimilation by the market, which has positive market effects.We would like to thank Michelle Hanlon, John Core, Rodrigo Verdi, Chandra Kanodia and workshop participants at the Massachusetts Institute of Technology and the University of Minnesota for their helpful feedback on the paper.
Analysts ask managers for forward-looking information in one-third of quarterly conference calls; most frequently, seeking earnings per share guidance. In this study, we examine the long-term consequences of analysts' questions on future manager disclosure choices. Using six types of commonly provided guidance, we find that when analysts request new guidance or ask about prior guidance, managers are more likely to provide similar guidance in future quarters. When analysts do not ask about prior guidance, managers are less likely to provide that type of guidance in the future. This effect is long-lasting, spills over into earnings announcements, and is strongest for firms with the most severe information problems. Our results provide evidence that analysts shape managers' disclosure choices in meaningful ways.
This paper examines whether managers can reduce the detrimental effects of information overload by spreading out, or temporally smoothing, disclosures. In our initial set of analyses, we attempt to identify managerial smoothing behavior. We find that when there are multiple disclosures for the same event date, managers, on average, spread the disclosures out over several days. We also find that managers are more likely to delay a disclosure (from its event date) when there has been a previous disclosure made within the three days before the event date. Finally, we show that managers are more likely to engage in disclosure smoothing when disclosures are longer, when the information environment is more robust, when firm information is complex, when uncertainty is high, and when disclosure news is more positive. In our second set of analyses, we examine whether there are market benefits to disclosure smoothing. Using two different measures of disclosure smoothing, we find that smoothing is associated with increased liquidity, reduced stock price volatility and increased analyst forecast accuracy. Finally, in additional analyses, we show that managers are less likely to engage in smoothing when they have negative news; they also release good news more quickly after bad news. Combined, our results suggest managers smooth disclosures and the smoothing is associated with several beneficial market outcomes.
A dedicated investor relations (IR) function facilitates direct and ongoing dialogue between management and shareholders. This paper examines whether this form of engagement mitigates activism that relies upon support from other shareholders. We find that IR engagement is associated with increased investor confidence in management and the board, as well as a lower likelihood of activism, with this deterrent effect becoming stronger when there are fewer frictions surrounding the development of mutual understanding and trust with investors. We also find that when firms do experience an activist campaign, firms with IR engagement have less costly and contentious campaigns, including a lower likelihood of CEO turnover, than those without such a commitment. Taken together, our findings suggest that direct and ongoing IR engagement is an important factor in achieving mutual understanding and trust between the firm and its shareholders, which deters activist investors and mitigates the costly escalation of initiated campaigns.
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