Buy-Outs in family businesses
changes in corporate governance, instruments of managerial control, and financial practices
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| 100 | 1 | |a Klöckner |D Oliver | |
| 245 | 1 | 0 | |a Buy-Outs in family businesses |b changes in corporate governance, instruments of managerial control, and financial practices |c von Oliver Klöckner |
| 250 | |a 1st edition | ||
| 264 | 1 | |a Wiesbaden |b Gabler |c 2009 | |
| 300 | |a Online-Datei | ||
| 347 | |a text file |b PDF |2 rda | ||
| 490 | 0 | |a Entrepreneurial and financial studies |w (LIBIB)000245370 |9 281818223 | |
| 502 | |b Dissertation |c TU München |d 2009 | ||
| 505 | 0 | |a Theoretical foundation -- Empirical foundation -- Background of buy-out transactions -- Changes in corporate governance -- Changes in instruments of managerial control -- Changes in financial practices -- Conclusion, implications and outlook. | |
| 506 | |a Lizenzbedingungen können den Zugang einschränken. License restrictions may limit access. | ||
| 520 | |a In recent years, buy-outs have become an increasingly frequent solution to succession problems in family businesses. Despite a dramatic surge in the number and total volume of these transactions, their consequences for the bought-out companies are yet poorly understood. Considering this background, Oliver Klöckner investigates the changes resulting from buy-outs in family businesses in the areas of corporate governance, instruments of managerial control, and financial practices. A comprehensive literature review contrasts the characteristics of family businesses with those of non-family businesses after a buy-out. This theoretical discussion is complemented by an in-depth analysis of 17 bought-out family businesses in Germany. The detailed analysis reveals a multitude of changes, which can be subsumed under three main effects: First, companies are professionalized. Second, corporate processes are more directed towards economic goals, i.e. economized. Third, agency conflicts arising from the separation of ownership and management are reduced. | ||
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