THE STRATEGIC ROLE OF PRIVATE EQUITY IN THE INTERNATIONALIZATION OF ITALIAN SMEs

The internationalization of the portfolio company is a key strategy used by private equity (PE) investors to create value and produce returns. In recent years, the focus on the strategies for value-creation through operational improvement has become essential to achieve the exponential growth required to the portfolio company, given the low multiples and the market risk of leverage. In this paper, we define the key types of contribution that a PE investor can provide in order to support the internationalization process and their effects on the portfolio company’s performance. The research is based on a survey administered to 47 PE fund managers, which covers 156 deals involving Italian companies. The results offer insight into the contribution to the corporate governance, strategy and management that PE provides in addition to the monetary support. The findings show that the non-financial support given to the portfolio companies has a positive impact on the performance and that the most impactful contribution the PE can give is the support to the relational network when the company strategy involves a foreign direct investment.

Renewable energy policy and governance in West Sumatera Province: an overview

West Sumatera Province is the province with the highest renewable energy mix target in Indonesia. To realize this target, the Province of West Sumatera has designed a policy and institutional or governance strategy. Therefore, the purpose of this paper is to see the policies and forms of governance in the development of renewable energy in West Sumatera Province descriptively. The research was conducted in a descriptive qualitative way using 2 (two) data collection techniques: Interview and Documentation Review. Policy planning that targets 1) Formulation of the legal basis for development and utilization; 2) Development of utilization areas in the form of power plants (solar cell, garbage, wind, biomass, micro-hydro, mini-hydro, water, geothermal); and 3) Empowerment of local communities to support the success of energy sustainability in renewable energy installations. However, the wide-scale of energy development requires institutional forms that involve multi-stakeholders: government bodies and non-government bodies. However, unfortunately, in its implementation, the involvement of these stakeholders in an ideal collaboration forum never happened. Stakeholder involvement is limited to official formalities. We have again found the “magical word”: the tasks, principals, and functions that hinder the movement of the bureaucracy in Indonesia.

Deplatformization and the governance of the platform ecosystem

This article analyzes deplatformization as an implied governance strategy by major tech companies to detoxify the platform ecosystem of radical content while consolidating their power as designers, operators, and governors of that same ecosystem. Deplatformization is different from deplatforming: it entails a systemic effort to push back encroaching radical right-wing platforms to the fringes of the ecosystem by denying them the infrastructural services needed to function online. We identify several deplatformization strategies, using Gab as an example of a platform that survived its relegation and which subsequently tried to build an alternative at the edge of the mainstream ecosystem. Evaluating deplatformization in terms of governance, the question that arises is who is responsible for cleansing the ecosystem: corporations, states, civil society actors, or all three combined? Understanding the implied governance of deplatformization is imperative to assess the higher stakes in future debates concerning Internet governability.

Ozyegin University Example: Responsible Consumption & Responsible Stakeholders

Sustainability has been one of the core principles at Ozyegin University (OzU) since its establishment in 2008 and is deeply embedded in its education, research and governance strategy. For OzU, being a green university means building an organic community constantly improving itself on every aspect of sustainability in collaboration with all its stakeholders. OzU accomplished these by establishing the first Health & Safety and Environment (HSE) Department within a university in Turkey. Besides, OzU is also the first university in Turkey to have been concurrently awarded both ISO 14001 Environmental Management System and OHSAS 45001 Occupational Health and Safety Management System Certifications. With these accomplishments OzU has pioneered the path for sustainable universities in Turkey resulting in various rewards and highest places in multitude rankings including GreenMetric. This paper discusses OzU’s strategy and the subsequent steps taken to attain these achievements including the roles of HSE Department and HSE Board