Do Executive Stock Options Encourage Risk-Taking?

Randolph B. Cohen; Brian J. Hall; Luis M. Viceira

Other Unpublished Work | 2000

Do Executive Stock Options Encourage Risk-Taking?

by Randolph B. Cohen, Brian J. Hall and Luis M. Viceira

Abstract

Executive stock options create incentives for executives to manage firms in ways that maximize firm market value. Since options increase in value with the volatility of the underlying stock, executive stock options provide managers with incentives to take actions that increase firm risk. We find that executives respond to these incentives. There is a statistically significant relationship between increases in option holdings by executives and subsequent increases in firm risk. This relationship is robust to the inclusion of fixed effects, year effects, and a variety of other controls and does not seem to be driven by reverse causality. However, the estimated effect on risk-taking is small and we do not find a negative (or positive) market response to option-induced risk-taking. In sum, although options appear to increase firm risk, there is no evidence that this effect is either large or damaging to shareholders.

Keywords: Risk and Uncertainty; Motivation and Incentives; Stock Options; Executive Compensation;

Language: English

Format: Print

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Citation:

Cohen, Randolph B., Brian J. Hall, and Luis M. Viceira. "Do Executive Stock Options Encourage Risk-Taking?" 2000.

How should nonprofits design compensation systems to attract and retain talent? GiveDirectly is a respected charitable organization with an unconventional approach. Instead of spending on traditional aid programs in areas such as health care and food access in developing countries, GiveDirectly transfers cash directly to the poor. As experiments have shown this approach to be an effective and efficient way to improve recipients’ life satisfaction, the organization has attracted considerable attention among donors and the media. Now, GiveDirectly is looking to grow, and it is contemplating how best to recruit talented employees and keep them motivated. In addition to offering salaries competitive with the private sector, GiveDirectly is considering linking employee compensation to organizational goals regarding the amount of cash transferred—an unusual strategy for a nonprofit.

Working Paper | HBS Working Paper Series | 2018

Mitigating Malicious Envy: Why Successful Individuals Should Reveal Their Failures

Karen Huang, Alison Wood Brooks, Ryan W. Buell, Brian Hall and Laura Huang

People often feel malicious envy, a destructive interpersonal emotion, when they compare themselves to successful peers. Across two online experiments and an experimental field study, we identify an interpersonal strategy that can mitigate others’ feelings of malicious envy: revealing one’s failures. People are reticent to reveal their failures—both as they are happening and after they have occurred. However, in two experiments, we find that revealing successes and the failures encountered on the path to success (compared to revealing only successes) decreases observers’ malicious envy. This effect holds regardless of whether the individual is ambiguously or unambiguously successful. Then, in a field experiment set in an entrepreneurial pitch competition, where pride displays are common and stakes are high, we find suggestive evidence that learning about the failures of a successful entrepreneur decreases observers’ malicious envy, increases their benign envy, decreases their perceptions of the entrepreneur’s hubristic pride (i.e., arrogance), and increases their perceptions of the entrepreneur’s authentic pride (i.e., confidence). These findings align with previous work on the social-functional relation of envy and pride. Taken together, our results highlight how revealing the failures encountered on the way to success can be a counterintuitive yet effective interpersonal emotion regulation strategy.

Keywords: envy; malicious envy; Emotion Regulation; disclosure; Emotions; Perception; Interpersonal Communication; Communication Strategy;

Citation:

Huang, Karen, Alison Wood Brooks, Ryan W. Buell, Brian Hall, and Laura Huang. "Mitigating Malicious Envy: Why Successful Individuals Should Reveal Their Failures." Harvard Business School Working Paper, No. 18-080, February 2018. View Details

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Do Executive Stock Options Encourage Risk-Taking?

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