Private Equity and Value Creation in Frontier Markets: The Need for an Operational Approach

2014 ◽  
Author(s):  
Stephen J. Mezias ◽  
Afzal Amijee
Keyword(s):  
Value Creation ◽  
Private Equity ◽  
Operational Approach

Value Creation in Private Equity

2020 ◽  
Author(s):  
Markus Biesinger ◽  
Cagatay Bircan ◽  
Alexander Ljungqvist
Keyword(s):  
Value Creation ◽  
Private Equity

International Evidence on Value Creation in Private Equity Transactions

2015 ◽  
Vol 27 (4) ◽  
pp. 105-122 ◽  
Author(s):  
Benjamin Puche ◽  
Reiner Braun ◽  
Ann-Kristin Achleitner
Keyword(s):  
Value Creation ◽  
Private Equity ◽  
International Evidence

scholarly journals Family business exit and private equity investment decisions: Governance implications for value creation

2012 ◽  
Vol 10 (1) ◽  
pp. 464-484 ◽  
Author(s):  
Paolo Di Toma ◽  
Stefano Montanari
Keyword(s):  
Family Business ◽  
Value Creation ◽  
Private Equity ◽  
Family Firms ◽  
Organizational Capabilities ◽  
Current Debate ◽  
Governance Mechanism ◽  
Family Commitment ◽  
The Family ◽  
Generational Succession

This paper was motivated by the increasing interest in the current debate for the entrepreneurial process in family firms. Little research to date has investigated the family business exit and this topic is mainly considered as a failure for entrepreneurial families. However, when uncertainties arise concerning generational succession, the family business exit may enable ownership transitions facilitating survival and long term value creation strategies. Among the exit options, a private equity buyout may balance the family’s wealth protection and the firm’s future growth. However, which family specific characteristics and strategic needs may affect the exit option still remains a neglected topic. Based on recent research addressing entrepreneurship in family firms and corporate governance literature, this paper develops a case study for investigating the bridging role of private equity buyout for going through strategic transitions in family firms. Findings suggest that a private equity buyout is a governance mechanism which may sustain an entrepreneurial transition by realigning family interests and goals. It may also allow the family commitment for improving organizational capabilities required by an entrepreneurial transition.

scholarly journals Creating value in investments with the use of private equity funds

2020 ◽  
pp. 9-20
Author(s):  
Olga Mikołajczyk ◽  
Bartosz Owedyk
Keyword(s):  
Literature Review ◽  
Foreign Language ◽  
Value Creation ◽  
Private Equity ◽  
Investment Value ◽  
Equity Funds ◽  
Private Equity Funds ◽  
Equity Investments ◽  
Language Literature ◽  
Private Equity Investments

The influence of the private equity sector on the contemporary economy is quite significant. This is why the present paper attempts to examine mechanisms private equity investors apply in order to increase the value of their investments. The literature review has identified the most fundamen- tal elements of creating value on the basis of empirical, academic studies that verified hypotheses regarding the influence of particular mechanisms on the process of value creation in private equity investments. This paper is divided into five parts that describe the elements of the investment pro- cess, research into value creation, financial arbitration, as well as direct and indirect mechanisms of creating investment value. The paper is mainly based on the review of foreign-language literature.

scholarly journals A reflection on the evolution of relational dynamics in new systems of governance applied to the health sector

2011 ◽  
Vol 8 (2, Special issue) ◽  
pp. 54-59
Author(s):  
Oliver Meier ◽  
Audrey Missonier ◽  
Guillaume Schier
Keyword(s):  
Value Creation ◽  
Health Sector ◽  
Administrative Staff ◽  
Operational Approach ◽  
Relational Dynamics ◽  
Hospital Sector ◽  
Management Structure ◽  
Structure Lead ◽  
Administrative Domains

This research paper is concerned with the development of relational dynamics in new governing systems in the health sector. Changes brought about in this domain in decision and management structure lead to a reconsideration of relations between the different players in the system, in particular in terms of power and operational approach. This article uses a case study to analyze this new reality and shows how these developments can be sources of value creation and vehicles of a cooperative, productive approach. This article intends to show the interest and scope of the cognitive governing approach applied to the hospital sector. To this aim, the research has three objectives to provoke reflection and discussion: to investigate conflicts between health and administrative staff; to understand how they come about; and finally to determine the actions that enable the management of these conflicts, with a view to establishing a cooperation of creative value and sense between the medical and administrative domains.

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