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  1. Competitive markets, corporate firms, and new governance - an ordonomic conceptualization
    Author: Pies, Ingo; Beckmann, Markus; Hielscher, Stefan
    Published: 2009
    Publisher:  Martin-Luther-Universität Halle-Wittenberg, Lehrstuhl für Wirtschaftsethik, Halle

    The purpose of this article is to develop an ordonomic conceptualization of corporate citizenship and new governance that (a) provides a framework for positively explaining the political participation of companies in new governance processes and (b)... more

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    The purpose of this article is to develop an ordonomic conceptualization of corporate citizenship and new governance that (a) provides a framework for positively explaining the political participation of companies in new governance processes and (b) does not weaken but instead strengthens the functional role of corporations as economic actors in the market system of value creation. To this end, we develop our ordonomic approach in a critical discussion of Milton Friedman's stance on the social responsibility of business in three steps. (1) The ordonomic perspective on the economics ethics of competitive markets argues that the social responsibility of business does not lie in maximizing profits but in addressing societal needs through the mutually advantageous creation of value. (2) The ordonomic approach to the business ethics of corporate actors claims that corporate firms can use moral commitments as a factor of production. (3) The ordonomic perspective on the process ethics of new governance holds that companies can act not only as economic actors but also participate as political and moral actors by taking ordo-responsibility in processes of new governance. This role of corporate citizens in the new governance does not weaken but, instead, strengthens the role of business firms as economic agents for value creation. Dieser Beitrag entwickelt eine ordonomische Konzeptualisierung von "Corporate Citizenship" und "New Governance", die (a) ein positives Erklärungsschema bietet für die politische Partizipation von Unternehmen an New-Governance-Prozessen und die (b) zugleich die gesellschaftliche Funktion von Unternehmen als wirtschaftlichen Akteuren im System marktlicher Wertschöpfung nicht schwächt, sondern sogar prononciert. Dieses Argument wird in einer kritischen Diskussion von Milton Friedmans Position zur gesellschaftlichen Verantwortung von Unternehmen in drei Schritten entwickelt. (1) Die ordonomische Wirtschaftsethik wettbewerblich verfasster Märkte macht geltend, dass die gesellschaftliche Verantwortung von Unternehmen nicht darin besteht, ihre Gewinne zu maximieren, sondern darin, gesellschaftliche Probleme durch wechselseitige vorteilhafte Wertschöpfung zu adressieren. (2) Die ordonomische Unternehmensethik korporativer Akteure argumentiert, dass Unternehmen für ihre Wertschöpfung Moral als Produktionsfaktor einsetzen können und müssen. (3) Die ordonomische Prozessethik für den Bereich der New Governance thematisiert, dass Unternehmen nicht nur als wirtschaftliche Akteure, sondern auch als moralische und politische Akteure handeln können, indem sie in New-Governance-Prozessen Ordnungsverantwortung übernehmen. Dieses Verständnis von Corporate Citizenship läuft nicht darauf hinaus, die wirtschaftliche Funktion von Unternehmen zu schwächen, sondern prononciert vielmehr die gesellschaftliche Funktion von Unternehmen als Wertschöpfungsagenten.

     
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  2. Management-Kompetenzen für nachhaltige Wertschöpfung
    Anregungen aus ordonomischer Sicht
    Author: Pies, Ingo
    Published: 2022
    Publisher:  Lehrstuhl für Wirtschaftsethik an der Martin-Luther-Universität Halle-Wittenberg, Halle

    Dieser Artikel erläutert die Grundzüge einer ordonomischen Wirtschaftsethik sowie einer in diesen Theorierahmen eingepassten ordonomischen Unternehmensethik. Gestützt auf diesen integrativen Ansatz werden sodann drei Management-Kompetenzen... more

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    Dieser Artikel erläutert die Grundzüge einer ordonomischen Wirtschaftsethik sowie einer in diesen Theorierahmen eingepassten ordonomischen Unternehmensethik. Gestützt auf diesen integrativen Ansatz werden sodann drei Management-Kompetenzen identifiziert, die eine akademische Ausbildung für Führungskräfte vermitteln sollte. Die Hauptthese lautet, dass die Kompetenz betriebswirtschaftlicher Optimierung wichtig bleibt, aber ergänzt werden muss durch die Governance-Kompetenzen der Aufklärung und Steuerung, mit denen Manager für ihr Unternehmen Ordnungsverantwortung ausüben können. This article sketches an ordonomic approach to the ethics of a competitive market economy as well as an ordonomic approach to business ethics attuned to this theoretical framework. Based on this integrative approach to business within a market economy, this paper identifies management competencies that management education should focus on. The main proposition is that while traditional optimization competence remains important it should be supplemented by two governance competencies , argumentative clarification and institutional (re-)configuration, that managers can use to exercise ordo responsibility for the company.

     
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    Source: Union catalogues
    Language: German
    Media type: Ebook
    Format: Online
    ISBN: 9783966701204
    Other identifier:
    hdl: 10419/253625
    Series: Diskussionspapier des Lehrstuhls für Wirtschaftsethik an der Martin-Luther-Universität Halle-Wittenberg ; 2022, Nr. 06
    Subjects: Ordonomik; Ordnungsverantwortung; Wirtschaftsethik; Unternehmensethik; Nachhaltigkeit; Wertschöpfung; Ordonomics; Ordo-Responsibility; Economic Ethics; Business Ethics; Sustainability; Innovation; Value Creation
    Scope: 1 Online-Ressource (III, 20 Seiten, 0,61 MB), Illustrationen
  3. When do entrepreneurs benefit from acting like scientists?
    a field experiment in the UK
    Author: Novelli, Elena; Spina, Chiara
    Published: [2022]
    Publisher:  INSEAD, [Fontainebleau]

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    Source: Union catalogues
    Language: English
    Media type: Book
    Format: Online
    Edition: Revised version of 2021/40/EFE
    Series: Array ; 2022, 27
    Subjects: Entrepreneurial Strategy; Experimentation; Field Experiment; Innovation; Value Creation
    Scope: 1 Online-Ressource (circa 31 Seiten), Illustrationen
  4. Why has strategy become irrelevant?
    understanding the complete strategy landscape
    Author: Collis, David
    Published: [2019]
    Publisher:  Harvard Business School, [Boston, MA]

    Developing the firm's strategy was once seen as the most important task facing a CEO. Yet in the last twenty years, the practice of strategy has been relegated to a routinized function – part of the annual planning process, like performance... more

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    Developing the firm's strategy was once seen as the most important task facing a CEO. Yet in the last twenty years, the practice of strategy has been relegated to a routinized function – part of the annual planning process, like performance management and succession planning reviews – necessary and useful, but neither vitally important nor the focus of CEO attention. Why has strategy lost its primacy and relevance? And can it recover its exalted position in C-suite discussions?

     
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    Language: English
    Media type: Book
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    Series: Working paper / Harvard Business School ; 20, 027
    Harvard Business School Strategy Unit Working Paper ; No. 20-027, 2019
    Subjects: Strategy; Value Creation; Organizational Change and Adaptation
    Scope: 1 Online-Ressource (circa 12 Seiten), Illustrationen
  5. The value potential of new business models
    Author: Collis, David
    Published: [2019]
    Publisher:  Harvard Business School, [Boston, MA]

    One attempt to regain the ground that strategy has recently lost, which was described in the first article, has been the introduction of “business models” as the precursor to competitive positioning within an industry. Understanding a business model... more

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    One attempt to regain the ground that strategy has recently lost, which was described in the first article, has been the introduction of “business models” as the precursor to competitive positioning within an industry. Understanding a business model provides a shorthand description of how value is created - although the business model, by itself, does not determine how profitable it will be for any firm: for that we need to examine the complete strategy landscape

     
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    Series: Working paper / Harvard Business School ; 20, 028
    Harvard Business School Strategy Unit Working Paper ; No. 20-028, 2019
    Subjects: Business Model; Value Creation
    Scope: 1 Online-Ressource (circa 11 Seiten)
  6. Enabling and managing resource-constrained innovation: strategic organization, value creation and capacity building
    Author: Neumann, Lukas
    Published: [2019]

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    Source: Union catalogues
    Language: English
    Media type: Dissertation
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    Subjects: Africa; Asia; Resource-constrained Innovation; Frugal Innovation; Emerging Markets; Strategic Organization; Value Creation; Capacity Building
    Scope: 1 Online-Ressource (XVI, 107 Seiten), Illustrationen
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    Enthält mehrere Beiträge

    Dissertation, University of St. Gallen, 2019
  7. Making B2B sales interactions valuable
    a social and symbolic perspective
    Author: Hohenschwert, Lena
    Published: 2013
    Publisher:  Lund University School of Economics and Management, Institute of Economic Research, Lund

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    Media type: Ebook
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    ISBN: 9789174735017
    Series: Lund studies in economics and management ; 128
    Subjects: Value Creation; B2B Marketing; Sales Interactions; Symbolic Interactionism; Selling
    Scope: 1 Online-Ressource (circa 287 Seiten)
  8. Design rules, volume 2: how technology shapes organizations
    chapter 6 the value structure of technologies, part 1 : mapping functional relationships
    Author: Baldwin, Carliss Y.
    Published: [2020]
    Publisher:  Harvard Business School, [Boston, MA]

    Organizations are formed in a free economy because an individual or group perceives value in carrying out a technical recipe that is beyond the capacity of a single person. Technology specifies what must be done, what resources must be assembled,... more

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    Organizations are formed in a free economy because an individual or group perceives value in carrying out a technical recipe that is beyond the capacity of a single person. Technology specifies what must be done, what resources must be assembled, what actions taken in order to convert stocks of material, energy and information into products and services of value to human beings. Technology is the guide, organizations are the means, value is the goal.The purpose of this chapter is to build a robust and versatile language that is capable of representing the value structure of large technical systems. The language is based on elements I have labeled functional components. The language is more abstract than the language of technical recipes and task networks, thus it is capable of hiding details. However, the language also makes it possible to “trace back” from each named functional component to a technical recipe and a corresponding task network. Finally, although the language itself is non-mathematical, the value structure it reveals can be used to specify equations and prove mathematical propositions about the value of technical systems.The plan of the chapter as follows. I first explain why it is difficult to value technologies using standard economic methods based prices, quanities and probabilities. I then describe a methodology that shows how functional components are combined through technology to create a particular artifact or technical system. The methodology uses symbolic notation to clarify relationships between and among functional components. I illustrate these relationships using an ancient technology—the technology for making a garment from pieces of cloth. I go on to describe commonly observed patterns within technical systems, including optional features; composite functions; and platforms

     
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    Series: Working paper / Harvard Business School ; 21, 039
    Subjects: Modularity; Technology; Organizations; Value Creation
    Scope: 1 Online-Ressource (circa 25 Seiten), Illustrationen
  9. Design rules, volume 2: how technology shapes organizations
    chapter 7 the value structure of technologies, part 2 : strategy without numbers
    Author: Baldwin, Carliss Y.
    Published: [2020]
    Publisher:  Harvard Business School, [Boston, MA]

    Functional analysis as set forth in the last chapter decomposes a technical system into functional components that do things to advance the system’s purpose and the goals of its designers. Functional analysis in turn can be used to construct value... more

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    Functional analysis as set forth in the last chapter decomposes a technical system into functional components that do things to advance the system’s purpose and the goals of its designers. Functional analysis in turn can be used to construct value structure maps of technical systems. Such maps reveal targets of potential action and investment in the technical system where value may be created and captured. Value structure maps can be constructed without using numerical estimates based on prices, quanities and probabilities, thus they are an appropriate means of analyzing technical systems subject to radical uncertainty, complexity, and complementarity.The purpose of this chapter is to illustrate how value structure mapping combined with narratives can be applied to problems of strategy in large technical systems. I first argue that the salient points of value creation and value capture in a large technical system are the system’s bottlenecks. I then use value-mapping methodology to trace the evoluion of bottlenecks of three large technical systems: early aircraft; high-speed machine tools; and container shipping. Finally, I distill the lessons of the case studies into four principles for creating and capturing value in large, evolving technical systems

     
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    Series: Working paper / Harvard Business School ; 21, 040
    Subjects: Modularity; Value Structure Mapping; Value Capture; Technology; Organizations; Strategy; Value Creation
    Scope: 1 Online-Ressource (circa 21 Seiten)
  10. When do entrepreneurs benefit from acting like scientists?
    a field experiment in the UK
    Author: Novelli, Elena; Spina, Chiara
    Published: [2021]
    Publisher:  INSEAD, [Fontainebleau]

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    Language: English
    Media type: Book
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    Series: Array ; 2021, 40
    Subjects: Entrepreneurial Strategy; Experimentation; Field Experiment; Innovation; Value Creation
    Scope: 1 Online-Ressource (circa 39 Seiten), Illustrationen
  11. Imperfect information in firm growth strategy
    three essays on M&A and FDI activities
    Author: Han, Tao
    Published: [2021]
    Publisher:  Tilburg University, Tilburg

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    Media type: Dissertation
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    ISBN: 9789056686512
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    Series: [Dissertation series] / [Center for Economic Research, Tilburg University] ; [nr. 650 (2021)]
    Subjects: Foreign Direct Invesment; Imperfect InformationDE-206; Investment Activity; Growth Strategy; Firm Growth; Foreign Location; Conference Calls; Internal Governance; Location Choice; Bounded Rationality; Imitation; Intangible Assets; Information Processing; Board of Directors; Peers; Cross-border; Knowledge-based; Mergers And Acquisitions; Value Creation
    Scope: 1 Online-Ressource (circa 213 Seiten)
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  12. Bringing science to market
    knowledge foundations and performance
    Author: Boudou, Justine; Roche, Maria P.
    Published: [2023]
    Publisher:  [Harvard Business School], [Boston, MA]

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    Series: Working paper / Harvard Business School ; 24, 021
    Subjects: Firm Performance; Knowledge Foundations; Exits; Academic Startups; Competitive Advantage; Value Creation; Research; Information Publishing; Business Startups; Entrepreneurship
    Scope: 1 Online-Ressource (circa 77 Seiten), Illustrationen
  13. Quantifying the value of iterative experimentation
    Author: Mao, Jialiang; Bojinov, Iavor
    Published: [2024]
    Publisher:  [Harvard Business School], [Boston, MA]

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    Series: Working paper / Harvard Business School ; 24, 059
    Subjects: Product Development; Value Creation; Research
    Scope: 1 Online-Ressource (circa 35 Seiten), Illustrationen
  14. Das Unternehmen als Arrangement von horizontalen und vertikalen Dilemmastrukturen
    zur Ordonomik der Corporate Governance in und durch Unternehmen
    Author: Hielscher, Stefan
    Published: 2011
    Publisher:  Martin-Luther-Universität Halle-Wittenberg, Lehrstuhl für Wirtschaftsethik, Halle

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    Source: Union catalogues
    Language: German
    Media type: Book
    Format: Print
    ISBN: 9783868294248
    Series: Diskussionspapier des Lehrstuhls für Wirtschaftsethik an der Martin-Luther-Universität Halle-Wittenberg ; 2011,16
    Subjects: Corporate Governance; Unternehmensethik; Stakeholder; Gefangenendilemma; Theorie; Ordonomik
    Other subjects: 330; Corporate Governance; Economic Ethics; Ordonomics; Pamphlet; Value Creation
    Scope: III, 21 S., graph. Darst
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    Zsfassung in dt. u. engl. Sprache
  15. Das Unternehmen als Arrangement von horizontalen und vertikalen Dilemmastrukturen
    zur Ordonomik der Corporate Governance in und durch Unternehmen
    Author: Hielscher, Stefan
    Published: 2011
    Publisher:  Martin-Luther-Univ. Halle-Wittenberg, Lehrstuhl für Wirtschaftsethik, Halle

    Dieser Artikel entwickelt einen ordonomischen Beitrag zur Corporate Governance in und durch Unternehmen. Den Ausgangspunkt markiert die unternehmensethische Über-legung, dass sich die gesellschaftlichen Rahmenbedingungen für unternehmerische... more

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    Dieser Artikel entwickelt einen ordonomischen Beitrag zur Corporate Governance in und durch Unternehmen. Den Ausgangspunkt markiert die unternehmensethische Über-legung, dass sich die gesellschaftlichen Rahmenbedingungen für unternehmerische Wertschöpfung auf Märkten in einem grundlegenden Wandel befinden und dass die Betriebswirtschaftslehre darauf mit forcierten Theoriebildungsanstrengungen reagieren sollte. Die These der Ordonomik lautet, dass die Betriebswirtschaftslehre diesen inter-disziplinären Impuls der Unternehmensethik konstruktiv aufgreifen kann, indem sie die Corporate Governance von einem engen Verständnis auf ein weites Verständnis um-stellt. Aus ordonomischer Sicht kann diese Umstellung besonders gut gelingen, wenn man das Unternehmen nicht als Nexus-of-Contracts, sondern als einen korporativen Akteur rekonstruiert, der mit Hilfe eines differenzierten Managements vertikaler und horizontaler Dilemmastrukturen die prinzipiell brisanten Wertschöpfungsbeziehungen zu den wichtigen Kooperationspartnern des Unternehmens etabliert und aufrecht erhält. Auf diese Weise kann die Corporate Governance aus ihrer engen Fixierung auf den Schutz der Eigenkapitalgeber gelöst werden und neue Phänomene - und das bedeutet auch: Anspruchsgruppen wie Mitarbeiter, NGOs usw. - zusätzlich in den Blick nehmen, die im Zuge der Globalisierung und der wissensbasierten Produktion zunehmend Be-deutung gewinnen. This paper develops an ordonomic contribution to the theory of corporate governance. Its starting point is the idea of business ethics that the societal framework for corporate value creation is currently undergoing a fundamental change and that, as a consequence, management theory should increase its efforts in theory building. From an ordonomic perspective, management theory can take up this interdisciplinary impulse by switching from a narrow concept to a wider notion of corporate governance. Instead of regarding the firm as a nexus of contracts it can be interpreted as a corporate actor who establishes and maintains precarious relationships to important partners in value creation with the help of a differentiated management of horizontal and vertical dilemma structures. Such a broad understanding of corporate governance widens its narrow focus on the protec-tion of equity holders and turns its attention also on new problems - and hence on stakeholders such as employees or civil society organizations - that will gain impor-tance with globalization and its knowledge-based production.

     
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    Source: Union catalogues
    Language: German
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    ISBN: 9783868294255
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    hdl: 10419/170352
    Series: Diskussionspapier / Lehrstuhl für Wirtschaftsethik, Martin-Luther-Universität Halle-Wittenberg ; Nr. 2011, 16
    Subjects: Corporate Governance; Unternehmensethik; Stakeholder; Gefangenendilemma; Theorie; Ordonomik; Wertschöpfung; Wirtschaftsethik; Unterneh-mensethik; Ordonomik; Stakeholdertheorie; Corporate Governance; Value Creation; Economic Ethics; Business Ethics; Ordonomics; Stakeholder Theory
    Other subjects: 330; Corporate Governance; Economic Ethics; Ordonomics; Pamphlet; Value Creation
    Scope: Online-Ressource (PDF-Datei: III, 21 S.), graph. Darst.
  16. Passion and compassion as strategic drivers for sustainable value creation
    an ordonomic perspective on social and ecological entrepreneurship
    Author: Beckmann, Markus; Pies, Ingo; Winning, Alexandra von
    Published: 2012
    Publisher:  Martin-Luther-Univ. Halle-Wittenberg, Lehrstuhl für Wirtschaftsethik, Halle

    Passion - in the sense of fervent commitment to action - and compassion - understood as sensitive openness for social and ecological concerns - are not a sure formula for business success. Whether social or ecological entrepreneurs, who find... more

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    Passion - in the sense of fervent commitment to action - and compassion - understood as sensitive openness for social and ecological concerns - are not a sure formula for business success. Whether social or ecological entrepreneurs, who find themselves under pressure from market competition, experience advantages or disadvantages, depends crucially on the level at which passion and compassion are brought into play. Competitive advantages are possible if entrepreneurial innovators engage in rule-finding discourses and in rule-setting processes that aim at setting free a previously neglected potential for value creation. To illustrate, this article makes use of a case study in order to elucidate the ordonomic 4-box-matrix, which is a valuable orientation tool for strategic management. Leidenschaftliches Engagement ("passion") und Mitgefühl im Sinn einer besonderen Sensibilität für bislang vernachlässigte Anliegen sozialer oder ökologischer Art ("compassion") sind keine Garantie dafür, dass Unternehmen im Marktwettbewerb erfolgreich bestehen können. Ob sie sich positiv oder negativ auswirken, hängt davon ab, ob es Unternehmen gelingt, passion und compassion in Regelfindungsdiskursen und Regelsetzungsprozessen zur Geltung zu bringen, die darauf abzielen, bislang unausgeschöpfte Wertschöpfungspotentiale innovativ freizusetzen. Hierfür wird anhand einer konkreten Fallstudie die ordonomische Vier-Felder-Matrix illustriert, die dem strategischen Management eine wichtige Orientierung zu bieten vermag.

     
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    Content information
    Volltext (kostenfrei)
    Source: Union catalogues
    Language: English
    Media type: Ebook
    Format: Online
    ISBN: 9783868295405
    Other identifier:
    hdl: 10419/170380
    Series: Diskussionspapier / Lehrstuhl für Wirtschaftsethik, Martin-Luther-Universität Halle-Wittenberg ; Nr. 2012, 22
    Subjects: Sozialwirtschaft; Corporate Social Responsibility; Umweltmanagement; Nachhaltige Entwicklung; Unternehmensethik; Strategisches Management; Theorie; Ordonomik; Social Entrepreneurship; Value Creation; Stakeholders; Social Dilemmas; Sustainability; Strategic Management; Social Entrepreneuship; Wertschöpfung; Stakeholder; Soziale Dilemmata; Nachhaltigkeit; strategisches Management
    Scope: Online-Ressource (PDF-Datei: III, 27 S., 0,8 MB), Illustrationen
  17. Handbook of management communication
    Contributor: Cooren, François (Publisher); Stücheli-Herlach, Peter (Publisher)
    Published: 2021
    Publisher:  de Gruyter Mouton, Boston

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    Source: Union catalogues
    Contributor: Cooren, François (Publisher); Stücheli-Herlach, Peter (Publisher)
    Language: English
    Media type: Book
    Format: Print
    ISBN: 9781501516559
    Other identifier:
    9781501516559
    DDC Categories: 650
    Series: Handbooks of applied linguistics ; volume 16
    Subjects: Unternehmen; Kommunikation;
    Other subjects: Linguistic Practices; Organizational Communication; Strategic Management; Value Creation; linguistics; Standard Discount; Hardcover, Softcover / Sprachwissenschaft, Literaturwissenschaft; Organizational Communication; Strategic Management; Value Creation; Linguistic Practices
    Scope: IX, 566 Seiten
    Notes:

    Enthält Literaturangaben
  18. Handbook of management communication
    Contributor: Cooren, François (Publisher); Stücheli-Herlach, Peter (Publisher)
    Published: [2021]
    Publisher:  De Gruyter Mouton, Berlin

    Management communication encompasses a wide range of practices that define modern organizations. Those practices are, in many respects, constituted, formed and contextualized by the use of language. This handbook traces the theoretical modelling of... more

     

    Management communication encompasses a wide range of practices that define modern organizations. Those practices are, in many respects, constituted, formed and contextualized by the use of language. This handbook traces the theoretical modelling of these practices by contemporary research. It explores their linguistic features and performance in specific situations of value creation and in various modes. It is a companion for students and scholars of applied linguistics and organizational communication as well as management and strategy research.

     
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    Source: Union catalogues
    Contributor: Cooren, François (Publisher); Stücheli-Herlach, Peter (Publisher)
    Language: English
    Media type: Ebook
    Format: Online
    ISBN: 9781501508059; 9781501507953
    Other identifier:
    DDC Categories: 400
    Series: Handbooks of applied linguistics ; volume 16
    Other subjects: Linguistic Practices; Organizational Communication; Strategic Management; Value Creation; linguistics; Standard Discount; Sprachwissenschaft, Literaturwissenschaft; Organizational Communication; Strategic Management; Value Creation; Linguistic Practices
    Scope: 1 Online-Ressource (IX, 566 Seiten), Illustrationen
  19. Handbook of management communication
    Contributor: Cooren, François (Herausgeber)
    Published: [2021]
    Publisher:  De Gruyter Mouton, Berlin

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  20. Handbook of Management Communication
    Contributor: Cooren, François (Herausgeber); Stücheli-Herlach, Peter (Herausgeber)
    Published: 2023
    Publisher:  de Gruyter Mouton, Berlin

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  21. Buy low, sell high?
    do private equity fund managers have market timing abilities?
    Author: Jenkinson, Tim; Morkoetter, Stefan; Wetzer, Thomas
    Published: March 2018
    Publisher:  School of Finance, University of St. Gallen, St. Gallen

    When investors commit capital to a private equity fund, the money is not immediately invested but is called by the fund manager throughout an investment period of up to five years. This business model allows private equity fund managers to invest the... more

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    Location:
    Helmut-Schmidt-Universität, Universität der Bundeswehr Hamburg, Universitätsbibliothek
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    Location:
    ZBW - Leibniz-Informationszentrum Wirtschaft, Standort Kiel
    Signature:
    VS 314 (2018,13)
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    When investors commit capital to a private equity fund, the money is not immediately invested but is called by the fund manager throughout an investment period of up to five years. This business model allows private equity fund managers to invest the committed capital at their own discretion, which gives them the flexibility to time the markets. Based on 5,366 private equity deals, which are benchmarked against around 11,000 transaction market multiples and 170,000 trading market multiples, we find evidence that on average private equity funds are able to add value by timing the markets. Throughout the holding period, private equity funds achieve on average a 0.5 EBITDA market multiple expansion. Market timing ability is not captured by performance measures such as the PME, yet it is a potential source of returns for investors

     
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    Content information
    Volltext (kostenfrei)
    Volltext (kostenfrei)
    Volltext (kostenfrei)
    Source: Union catalogues
    Language: English
    Media type: Book
    Format: Online
    Other identifier:
    Series: Working papers on finance ; no. 2018, 13
    University of St.Gallen, School of Finance Research Paper ; No. 2018/13
    Subjects: Private Equity; Mergers and Acquisitions; Value Creation; Market Timing
    Scope: 1 Online-Ressource (circa 43 Seiten), Illustrationen