Leverage and internal capital markets: evidence from leveraged recapitalizations

By U. Peyer, A. Shivdasani. 2001

110 citations recorded by the source corpus.

Subfields: Accounting, Finance

View Paper: https://www.semanticscholar.org/paper/383d4ace722106bd92e8c3dc54b38c0a2d1b2266

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Ashwin Malshe
2. Manoj K. Agarwal
3. Sheri Faircloth *
4. S. Myers
5. Manohar Singh
6. Xing-qiang Du

In Finance

1. Ashwin Malshe
2. Manoj K. Agarwal
3. Sheri Faircloth *
4. S. Myers
5. Manohar Singh
6. Xing-qiang Du

Citations in the corpus

• Empirical Capital Structure: A Review (2009, unknown): “2 Peyer and Shivdasani (2001) conduct a similar exercise, except that they specifically examine how segment investment respond to leverage increasing recapitalizations.3 Their relatively small sample of 22 firms is limited by both the need for a completed recapitalization, as well as having each fir”
• The impact of corporate debt on long term investment and firm performance (2005, background): “The results are consistent with arguments extended by Peyer and Shivdasani (2001)”
• Corporate Financial and Investment Policies when Future Financing is Not Frictionless (2011, unknown): “Peyer and Shivdasani (2001) consider a sample of …rms that have undergone leveraged recapitalizations.”
• Financing of corporations (2003, background): “…and investors: interest tax shields (Kaplan (1989)), artificially high junk bond prices (Kaplan 51 See Lang and Stulz (1996), Hanka (1998) and Peyer and Shivdasani (2001). and Stein (1993)), wealth transfer from existing bondholders, and attempts by raiders to capture value accruing to…”
• From Finance to Marketing: The Impact of Financial Leverage on Customer Satisfaction (2015, background): “Finally, the pressures to meet recurring interest obligations can make the managers myopic—that is, emphasize investments that lead to high levels of current cash flow (Peyer and Shivdasani 2001).”
• Does Diversification Destroy Value? Evidence From Industry Shocks (2000, unknown): “These findings are consistent with the idea that diversification destroys value, and that the market for corporate control helps eliminate value-destroying diversification (for related work, see also Schlingemann, Stulz, and Walkling, 1999 and Peyer and Shivdasani, 2000).”
• Leverage and Investment in Diversified Firms (2006, unknown): “Investment policy in diversified firms With the exception of Lang, Ofek, and Stulz (1996) and Peyer and Shivdasani (2001), the existing literature focuses primarily on the relation between leverage and investment opportunities at the firm level.”