This paper analyses a case study through a managerialist approach in order to investigate how private equity (PE) employs management control (MC) practices to support the knowledge transfer between professional-knowledge intensive business services (P-KIBS) and small and medium enterprises (SMEs). Findings describe how PE works in a SME to reduce fails of shareholder-oriented MC practices due to limited resources and shortage of managerial expertise and how such practices are used by SME's top management or entrepreneurs to better estimate the effects of a partnership with P-KIBSs and monitortheir development.
Management control practices and knowledge intensive business services: Insights from a private equity setting
Marelli A.
2019-01-01
Abstract
This paper analyses a case study through a managerialist approach in order to investigate how private equity (PE) employs management control (MC) practices to support the knowledge transfer between professional-knowledge intensive business services (P-KIBS) and small and medium enterprises (SMEs). Findings describe how PE works in a SME to reduce fails of shareholder-oriented MC practices due to limited resources and shortage of managerial expertise and how such practices are used by SME's top management or entrepreneurs to better estimate the effects of a partnership with P-KIBSs and monitortheir development.File in questo prodotto:
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