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Agency Costs of Free Cash Flow, Corporate Finance, and Takeovers

Michael C. Jensen
- 01 Jan 1986 - 
- Vol. 76, Iss: 2, pp 323-329
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TLDR
In this paper, the benefits of debt in reducing agency costs of free cash flows, how debt can substitute for dividends, why diversification programs are more likely to generate losses than takeovers or expansion in the same line of business or liquidationmotivated takeovers, and why the factors generating takeover activity in such diverse activities as broadcasting and tobacco are similar to those in oil.
Abstract
The interests and incentives of managers and shareholders conflict over such issues as the optimal size of the firm and the payment of cash to shareholders. These conflicts are especially severe in firms with large free cash flows—more cash than profitable investment opportunities. The theory developed here explains 1) the benefits of debt in reducing agency costs of free cash flows, 2) how debt can substitute for dividends, 3) why “diversification” programs are more likely to generate losses than takeovers or expansion in the same line of business or liquidationmotivated takeovers, 4) why the factors generating takeover activity in such diverse activities as broadcasting and tobacco are similar to those in oil, and 5) why bidders and some targets tend to perform abnormally well prior to takeover.

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Do institutional investors exacerbate managerial myopia

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Financial Advisors and Shareholder Wealth Gains in Corporate Takeovers

TL;DR: In this article, the authors examine the effect of financial advisor reputation on wealth gains in corporate takeovers and find that the total wealth created in the takeover is positively related to the reputation of bidder and target advisors.
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Bustup Takeovers of Value-Destroying Diversified Firms

Philip G. Berger, +1 more
- 01 Sep 1996 - 
TL;DR: In this paper, the authors examined diversification's value effect by imputing stand-alone values for individual business segments and found that firms with greater value losses are more likely to be taken over.
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Learning to internationalise: the pace and success of foreign acquisitions

TL;DR: The authors argue that firms engaged in international acquisitions can benefit from foreign acquisition, domestic acquisition, and international joint venture experiences, but that their learning process is prone to biases and that only once companies learn what part of their knowledge about national cultures and entry modes can successfully be applied to new settings will they become truly successful abroad, in terms of both the rate and the frequency of their foreign acquisitions.
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