Camouflaged Indicators of Earnings Management
European Accounting Review, Forthcoming
42 Pages Posted: 31 Dec 2010 Last revised: 15 Apr 2019
There are 2 versions of this paper
Camouflaged Indicators of Earnings Management
Camouflaged Indicators of Earnings Management
Date Written: February 28, 2019
Abstract
We argue that, in response to increased scrutiny and greater attention to accruals versus sales, firms become more likely to engage in accrual conversion (AC) cash management aimed at aligning cash and accruals with earnings and sales (e.g., by factoring of receivables). In doing so, they reduce the statistical power of standard indicators of accrual-based earnings management—in effect, camouflaging their earnings management activity. This proposition is of interest because many influential papers on earnings management have utilized accrual-based indicators to reach their conclusions. Our results indicate that firms indeed became more likely to engage in AC cash management after the passage of the Sarbanes-Oxley Act (SOX), and that this tendency was particularly pronounced among firms with strong incentives (or enhanced ability) to perform and hide earnings management. In particular, our findings suggest that the post-SOX decrease in standard measurements of accrual-based earnings management, identified in prior research, is partially attributable to firms’ increased engagement in AC cash management activity.
Keywords: Earnings Management, Camouflaged Earnings Management, Cash Management, Sarbanes-Oxley Act
JEL Classification: M41, M48
Suggested Citation: Suggested Citation
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