Cookies

We use cookies to ensure that we give you the best experience on our website. You can change your cookie settings at any time. Otherwise, we'll assume you're OK to continue.


Durham Research Online
You are in:

Family-firm buyouts, private equity, and strategic change.

Scholes, L. and Wright, M. and Westhead, P. and Bruining, H. and Kloeckner, O. (2009) 'Family-firm buyouts, private equity, and strategic change.', Journal of private equity finance., 12 (2). pp. 7-18.

Abstract

When no suitable family successor can be identified, private family firm owners may opt for a MBO or MBI. We explore the strategic orientation of former private family firms pre- and post-MBO/I. We utilize a unique hand-collected representative sample of 104 MBO/Is located across Europe. Greater scope for efficiency gains and growth/expansion was found in cases where the founder was present at time of buy-out, where no managers with equity stakes or non-executive directors were employed pre-buy-out and where the private equity investor and management were involved in succession planning.

Item Type:Article
Full text:Full text not available from this repository.
Publisher Web site:http://dx.doi.org/10.3905/JPE.2009.12.2.007
Record Created:12 Aug 2011 14:50
Last Modified:23 Aug 2011 15:15

Social bookmarking: del.icio.usConnoteaBibSonomyCiteULikeFacebookTwitterExport: EndNote, Zotero | BibTex
Usage statisticsLook up in GoogleScholar | Find in a UK Library