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Do earnouts deafen managers?

dc.contributor.authorCoelho, António Pedro
dc.contributor.authorLoureiro, Gilberto
dc.date.accessioned2026-07-29T16:34:02Z
dc.date.available2026-07-29T16:34:02Z
dc.date.issued2026-05-20
dc.description.abstractThis study investigates the role of contingent payments in mergers and acquisitions (earnouts), focusing on their impact on deal completion rates and managerial responses to announcement-period stock price reactions. Using a large sample of more than 19,000 U.S. M&A deals, we find that earnouts significantly increase the probability of deal completion, consistent with their function in mitigating information asymmetry and valuation uncertainty. Interestingly, we also find that managers learn less from announcement stock price reactions when earnouts are used. Deals that include earnouts are more likely to proceed despite adverse market reactions, and there is limited evidence of earnout renegotiation or removal. This pattern is more pronounced among the subsample of M&A deals with negative announcement returns, where managers appear more reluctant to abandon or revise underperforming deals. These results suggest that while earnouts are valuable contracting tools, they may make managers less responsive to market reactions. This study has important implications for boards, shareholders, and policymakers, emphasizing the need to monitor how M&A contingent contract structures affect managerial actions in response to market reactions.eng
dc.identifier.doi10.2139/ssrn.6800608
dc.identifier.other03194daa-3fd8-403f-9aac-7386e8699a17
dc.identifier.urihttp://hdl.handle.net/10400.14/58931
dc.language.isoeng
dc.publisherSSRN
dc.rights.uriN/A
dc.subjectEarnoutseng
dc.subjectM&Aeng
dc.subjectMarket feedbackeng
dc.subjectManagerial learningeng
dc.titleDo earnouts deafen managers?
dc.typepreprint
dspace.entity.typePublication
oaire.versionhttp://purl.org/coar/version/c_970fb48d4fbd8a85

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