The dark side of internal capital markets divisional rent-seeking and inefficient investmen.pdf
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The dark side of internal capital markets divisional rent-seeking and inefficient investmen
The Dark Side of Internal Capital Markets:
Divisional Rent-Seeking and Ine±cient Investment
David S. Scharfstein and Jeremy C. Stein*
December 1999
Abstract
We develop a two-tiered agency model that shows how rent-seeking behavior on the part of
division managers can subvert the workings of an internal capital market. By rent-seeking,
division mangers can raise their bargaining power and extract greater overall compensation
from the CEO. And because the CEO is herself an agent of outside investors, this extra com-
pensation may take the form not of cash wages, but rather of preferential capital budgeting
allocations. One interesting feature of our model is that it implies a kind of \socialism in
internal capital allocation, whereby weaker divisions get subsidized by stronger ones.
* MIT Sloan School of Management and NBER. This paper is a completely overhauled
version of our March 1997 NBER working paper (#5969) with the same title. We have
received research support from the National Science Foundation and the Finance Research
Center at MIT. We are grateful to Charlie Hadlock, Oliver Hart, Laurie Hodrick, Bengt
Holmstr?om, Preston McAfee, Vik Nanda, Julio Rotemberg, Ren?e Stulz, Dimitri Vayanos,
Luigi Zingales, Je? Zwiebel, the referees and seminar participants at Columbia, Harvard,
Indiana, the NBER, Boston University, Utah, Ohio State, Stanford, Stockholm, Yale, the
ASSA meetings, and the New York Fed for helpful comments. Thanks also to Melissa
Cunni?e and Svetlana Sussman for help in preparing the manuscript.
In recent years, it has become almost axiomatic among researchers in ˉnance and
strategy that a policy of corporate diversiˉcation is typically value-reducing. A variety of
empirical evidence lends support to this view. For example, diversiˉed ˉrms apparently trade
at lower stock values than comparable portfolios of specialized ˉrms.1 Moreover, during the
1980s corporate acquirors systematically dismantled diversiˉed ˉrms with the view that the
divisions wo
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