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|Title:||The private equity business model and associated strategies for HRM: evidence and implications?|
|Authors:||Clark, Ian Arthur|
|Publisher:||Taylor & Francis (Routledge)|
|Citation:||The International Journal of Human Resource Management, 2009, 20 (10), pp. 2030-2048|
|Abstract:||Are private equity firms significant actors in the UK market for corporate control? Do they represent a new organizational form befitting a new business model? What are the direct and indirect pressures on management that flow from the diffusion of this business model and its associated organizational form? In terms of human resource management does acquisition by private equity have a significant or negligible effect? This paper looks at the development and diffusion of private equity and the ‘take private’ private equity business model (PEBM) and the effects of these on the management of HR. In addition to this the paper evaluates the PEBM within comparative institutional approaches to international business and HRM.|
|Rights:||Copyright © 2009, Taylor & Francis.|
|Description:||Full text of this item is not currently available on the LRA. The final published version may be available through the links above.|
|Appears in Collections:||Published Articles, School of Management|
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