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ABSTRACTThe trend toward private ownership of corporations prompts a reexamination of the dimensions of corporate performance under a governance system that includes powerful owners and a reduced public presence. Using insights from corporate social responsibility and stakeholder theories and informed by agency theory, we develop a model regarding the performance implications of public corporations going private through the use of private equity. We put forth that in general going private tends to result in greater emphasis on corporate financial performance and in lesser emphasis on corporate social performance (CSP). Yet several variables, including the firm's capitalization, its post‐going‐private exit strategy, and its managerial discretion, are proposed to moderate the negative relationship between going private and CSP.

A heterogeneous sample of 301 men and 118 women who experienced job loss was surveyed on 4 affective and 14 attributional variables. Analysis revealed that approximately 90% of the reported gender differences involving job loss reactions disappeared when age, ethnic background, marital status, education, tenure, salary job classification, and financial strain were controlled. Resulting gender differences do not support traditional stereotypes of unemployed women nor do they support previous findings of gender‐related job loss reactions.