We review the governance role of private equity (PE) firms in companies that have experienced an LBO. We conjecture that PE firms may provide powerful remedies to agency conflicts associated with public and private firms, such as managerial entrenchment and opportunism

Using a hand collected data set of 122 buy-outs, this paper presents the first analysis of the impact effects of public to private transactions in the UK during a period (1998-2004) in which PTPs have become a significant part of the market for corporate control. We find that performance...

This paper assesses whether job insecurity is higher in leveraged buyouts (LBOs) than elsewhere. It draws on matched employer-employee data from the British 2011 Workplace Employment Relations Study linked to data from the Centre for Management Buyout Research. The analysis finds no consistent...

Using a dataset comprising 88 Private Equity (PE) backed Leveraged Buyouts (LBOs) completed and exited during the period 1999-2008, this study sheds new light on the impact of buyout vendor source and PE investor experience on post-buyout efficiency during the first 3 years after the...

We examine the impact of private equity (PE) directors and their human capital on operating performance in a unique hand collected sample of 200 secondary management buyouts (SMBOs) during 2000-2015. We show that PE directors' human capital tends to play statistically and economically important...

Perspectives relating to agency theory, information asymmetries and game theory were utilized to explore two outcomes associated with the management buy-out (MBO) or management buy-in (MBI) of former private firms: whether information was shared equally between vendors (i.e., family firm owners)...

This paper focuses on the development of entrepreneurial orientation (EO)after a management buy-out (MBO) and on the role played by venture capitalfirms in enhancing EO. It presents results of two exploratory case studiesof divisional buy-outs with regard to their EO and the areas where...