The impact of management buy-outs (MBO) on strategy and management control systems (MCS) is little understood. Previous research by [Ace. Org. Soc. 17 (1992) 151] focused on efficiency-enhancing buy-outs that were a feature of the early development of the market. However, MBOs are heterogeneous and more recent developments have involved ownership changes that stimulate entrepreneurial practices. The novel contribution of this paper is to use Simons' [Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal, Harvard Business School, Cambridge, MA, USA] classification of beliefs systems, boundary systems, diagnostic and interactive control systems to explore management control in these newer forms of MBO. Within-case analysis and cross-case comparisons from two buyout firms are used to capture the interaction between management control systems and competitive strategy formulation, implementation and modification. This evidence supports arguments that buy-out managers undertake efforts in balancing the traditional systems with the newer systems that stimulate opportunity-seeking and learning.
It is an unquestionable fact, the importance, relevance and necessity of implementing the Nursing Care Systematization in the different environments of professional practice. Considering it as a principle, emerged the motivation for the development of an information system to support the Nursing Care Systematization, based on Nursing Process steps and Human Needs, using the diagnoses language, nursing interventions and outcomes for professional practice documentation. This paper describes the methodological steps and results of the information system development - requirements elicitation, modeling, object-relational mapping, implementation and system validation.
The impact of management buy-outs (MBO) on strategy and management control systems (MCS) is little understood. Previous research by Jones (1992) focused on efficiency-enhancing buy-outs that were a feature of the early development of the market. However, MBOs are heterogeneous and more recent developments have involved ownership changes that stimulate entrepreneurial practices. The novel contribution of this paper is to use Simons' (1995) classification of beliefs systems, boundary systems, diagnostic and interactive control systems to extend Jones' study to these newer forms of MBO. Within-case analysis and cross-case comparisons from four buyout firms are used to capture the interaction between management control systems and competitive strategy formulation, implementation and modification. This evidence supports arguments that buy-out managers undertake efforts in balancing the traditional feedback systems with the newer systems that stimulate opportunity seeking and learning. 5001-6182 Business 5546-5548.6 Office Organization and Management Library of Congress Classification (LCC) HD 28 Management M Business Administration and Business Economics M 10 L 2
De management buy-out is in Nederland uitgegroeid tot een populair instrument voor strategische heroriëntatie en herstructurering van bedrijven. Na zo’n directie-uitkoop plegen bedrijven beter te presteren dan ervoor en ook beter dan andere bedrijven in de bedrijfstak. Hiervoor zijn in de literatuur diverse verklaringen aangedragen. Inzichten op het gebied van financieel management, interne organisatie en management control combinerend, richt dit artikel zich op één van deze verklaringen: de effecten van een toegenomen financiële leverage op het bedrijfsbeleid. Empirisch onderzoek heeft anno 2003 namelijk nog geen eenduidig antwoord gegeven op de vraag of een toename van financiële leverage een plaag of juist een zegen is voor het formuleren van het bedrijfsbeleid na de uitkoop. De conclusie van ons onderzoek is dat de toegenomen leverage overwegend positieve effecten heeft op dit bedrijfsbeleid. Tijdens het onderzoek kwam tevens interessante informatie over de rol vanparticipatiemaatschappijen aan het licht.
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