DOI

10.17077/etd.8slxi9rz

Document Type

Dissertation

Date of Degree

Summer 2018

Degree Name

PhD (Doctor of Philosophy)

Degree In

Business Administration

First Advisor

Gleason, Cristi A.

First Committee Member

Collins, Daniel W.

Second Committee Member

Hribar, S. Paul

Third Committee Member

Penno, Mark

Fourth Committee Member

Crawford, Eean

Abstract

Despite significant regulatory and academic interest in sell-side analyst forecasts and an extensive literature demonstrating the impact of teamwork in general, we lack evidence of the effect of teamwork on analyst forecasts. In 2005 analyst teams issued nearly three-fourths of analyst reports for a sample of 89 large, heavily followed companies. Over a twelve-year period 86 of those companies had more reports issued by analyst teams than by individual analysts. Using a hand-collected sample of more than 17,000 analyst reports, I document that forecasts issued by analyst teams systematically differ from the forecasts of individual analysts in ways predicted by team literature. I find that prior to the year 2000 analyst teams issue forecasts that are less accurate and more biased than forecasts issued by individual analysts. Beginning in 2000, the relative benefit of analyst teamwork strengthens, consistent with changes due to Regulation Fair Disclosure, brokerage closures, and other regulatory interventions. In addition I find that, within company-year, team-issued forecasts are less pessimistically biased but not less optimistically biased than the forecasts issued by individual analysts. Lastly, the benefits of teamwork vary with the size of the team and over the life of the team, following an inverted u-shaped pattern. My results inform regulators as they consider factors that impact analyst forecast accuracy and bias.

Keywords

analyst, forecast, quality, sell-side, teams

Pages

x, 73 pages

Bibliography

Includes bibliographical references (pages 68-73).

Copyright

Copyright © 2018 Kathryn EW Brightbill

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