The scope and purpose of this special issue is to reassess the relationships between private equity (PE) investors and their portfolio companies in the light of the need for venture capital/ private equity (VC PE) firms to adapt their strategies for value creation in the light of the recent financial crisis. We particularly focus upon VC PE characteristics that differently contribute to portfolio firm performance. The papers presented in this special issue capture this aim in various ways, reflecting the heterogeneity of VC PE investors and the firms in which they invest. We begin this introductory paper by providing a brief overview of each paper’s contribution. We articulate themes for an agenda for future research relating to the heterogeneity of investor types and the contexts in which they invest.
This study compares individual (i.e., readiness to change and locus of control) and organizational aspects of change (i.e., participation in decision making and risk-taking reward orientation) in Belgian public and private sector organizations. This empirical research is based on perceptions of 930 managers and 629 employees collected through a questionnaire survey from a variety of public (n = 35) and private sector organizations (n = 21). In total 1,559 responses were collected from the private (n = 827) and the public sector (n = 732). The hypotheses tested were that, in the public sector people report (a) a lower level of readiness to change (i.e., emotional involvement and commitment to change), (b) a lower level of internal locus of control, (c) a lower risk-taking reward orientation, and (d) a higher level of participation in decision-making in comparison to the private sector. Two-way analyses of variance, private versus public and managerial versus non-managerial position of respondents, were performed. Results yielded significant main effects for sector on locus of control, risk-taking reward orientation and readiness to change, and contribute to the debate on similarities and differences between public and private sector management. Some main effects can not be interpreted in a straightforward manner, since significant interaction effects were observed between sector and hierarchical position for locus of control, risk-taking reward orientation, commitment to change, and emotional involvement. In brief, the hierarchical position of respondents is an important moderator variable that helps to explain differences between both sectors. To conclude, the findings of this inquiry have noteworthy theoretical and managerial implications that are discussed throughout this paper. Key words: readiness to change, locus of control, participation in decision making, risk-taking reward orientation, public and private sector comparison.
Our study aims to contribute to an enhanced understanding of how cognitive styles, being individual preferences for perceiving and processing information, influence managerial behaviour using a qualitative approach. Based on content analysis of written testimonies of 100 managers, we found interesting differences between managers with a knowing, planning, and creating style with regard to both task-oriented behaviour (decision making) and people-oriented behaviour (conflict management, interpersonal relationships). Although the tasks of different managers are largely the same, our study demonstrates that not all managers execute their job in the same way. Our results complement previous quantitative research on the link between cognitive styles and managerial behaviour. Although there is a wide theoretical and empirical interest in cognitive styles, qualitative studies that might provide further support to the practical relevance of cognitive styles for organisations is currently lacking. Because of the pivotal role of strong management and executive leadership on employee attitudes and financial performance, it is important to better understand the manager's characteristics. Our results may contribute to increased managerial self-awareness about the impact of their individual preferences on their management style. Keywords: cognitive styles, managerial job, qualitative study
Buelens, Marc; Van De Woestyne, Mieke; Mestdagh, Steven; Bouckenooghe, Dave (2007)
This study provides insight into the dominant methodological practices that have shaped the field of negotiation over the past four decades, and sheds light on possible gaps and trade-offs. We content analyzed 941 peer reviewed negotiation articles (published between 1965-2004) for methodology. We distinguished key issues in negotiation research and identified methodological trends over time (1965-2004). The results reveal significant changes in reliability, validity and triangulation issues. In addition, the rise of multivariate statistics and multiple data-sources displays a positive evolution towards more sophisticated methodologies. However, more attention is needed to address the enduring lack of longitudinal designs and qualitative techniques in negotiation research. Keywords: negotiation, research methodology, review, validity, triangulation
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