Templates for financial control? Management and employees under the private equity business model

Clark, I. ORCID: 0000-0001-7698-2715, 2013. Templates for financial control? Management and employees under the private equity business model. Human Resource Management Journal, 23 (2), pp. 144-159. ISSN 0954-5395

[img]
Preview
Text
Clark_12587.pdf - Published version

Download (169kB) | Preview

Abstract

The term ‘private equity business model’ (PEBM) refers to private equity investors that delist publicly quoted firms, managing them as private equity‐controlled portfolio firms. But how and in what form do these investors diffuse a preferred template for the PEBM in portfolio firms? Is diffusion codified, institutionalised or merely tacit? What is the difference between these forms of diffusion? As a method of financial control, how is diffusion evident for managers and workers? Theoretically, while ‘financialisation’ is a contemporary pressure on the British economy, there is a ‘disconnection’ between competitive pressures for financialisation and the diffusion of practices to manage these pressures in portfolio firms. Forty‐two interviews in eight portfolio firms and five associated private equity firms concludes that potentially transformative and decisive restructuring for managers and workers is more evident than a defined template.

Item Type: Journal article
Publication Title: Human Resource Management Journal
Creators: Clark, I.
Publisher: Wiley-Blackwell
Date: April 2013
Volume: 23
Number: 2
ISSN: 0954-5395
Identifiers:
NumberType
10.1111/j.1748-8583.2012.00192.xDOI
Divisions: Schools > Nottingham Business School
Depositing User: Jonathan Gallacher
Date Added: 19 Nov 2018 13:45
Last Modified: 19 Nov 2018 13:45
URI: http://irep.ntu.ac.uk/id/eprint/35058

Actions (login required)

Edit View Edit View

Views

Views per month over past year

Downloads

Downloads per month over past year