Product Life Cycle Lengths and Real Activities Management
研究了产品生命周期短的制造企业如何因产品快速过时和新品开发压力，较少通过过度生产和削减开支来操纵盈余，但萨班斯-奥克斯利法案后情况有变。
We examine how short product life cycle lengths constrain real activities management among a group of manufacturing firms. Companies with short-cycle products face fast product obsolescence and constant pressure to develop and market new products. Fast product obsolescence increases the cost of overproduction, while constant pressure for new product development increases the cost of opportunistic spending cuts. We predict and find evidence that in general, short-cycle firms do not beat earnings thresholds through overproduction and discretionary spending cuts as extensively as long-cycle firms do. However, since the Sarbanes-Oxley Act came into effect, short-cycle firms have increasingly overproduced, and there is no longer a difference in overproduction between short- and long-cycle firms. Moreover, the presence of major customers attenuates the relationship between product life cycle lengths and real activities management, while a large market share and high fixed-assets intensity both accentuate the relationship. Finally, short-cycle firms are also less likely to use LIFO (last-in, first out) liquidation to inflate earnings than long-cycle firms.