An integrated framework to support the process of green management adoption

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GARZELLA S, FIORENTINO R (2014). An integrated framework to support the process of green management adoption, Business Process Management Journal, Vol. 20, fasc. 1, pp. 68-89, ISSN 1463-7154.

Abstract
Purpose – The purpose of this paper is to develop an integrated framework that aims to support the commitment of managers to green management and environmental strategies.
Design/methodology/approach – Relevant literature is reviewed and critically assessed. A framework is provided with the objective of supporting the process of green management adoption and the success of environmental strategies.
Findings – Green management issues have the potential to inform a wide range of business processes. The proposed framework clarifies that a multi-criteria approach (including the activity sector, drivers of green management adoption, strategic horizon and level of strategy) is needed to analyze the many critical actions that firms can develop to embrace green management. This model allows firms to be well equipped to address environmental challenges in a strategic manner.
Practical implications – This paper offers implications of interest to managers, pointing out that many actions may result in the adoption of socially responsible environmental policies. Specifically, we suggest strategies and practices that contribute to green management while simultaneously driving environmental, financial and competitive results.
Originality/value – This article responds to the needs of managers who are engaged in environmental social responsibility for a framework to assist in identifying and exploiting the most effective ways of coping with the adoption of green management.

A synergy measurement model to support the pre-deal decision making in mergers and acquisitions

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GARZELLA S, FIORENTINO R (2014). A synergy measurement model to support the pre-deal decision making in mergers and acquisitions, Management Decision, vol. 53, n. 6, ISSN 0025-1747.

Abstract
Purpose – The purpose of this paper is to develop an effective synergy measurement model to support the decision-making process in mergers and acquisitions (M&A).
Design/methodology/approach – Relevant literature is reviewed and critically assessed. An interpretive methodology is used to analyse empirical data from a questionnaire survey and interviews of M&A experts. A framework is provided with the objective to support the process of synergy measurement and the success of pre-deal planning.
Findings – The authors find several mismatches in synergy measurement practices. The strategic factors, which are considered very relevant to generating reliable forecasts, are surprisingly not adequately quantified. On the contrary, a synergy measurement model may integrate the assessment of these factors: the type of synergy, the size of synergy, the timing of synergy and the likelihood of achievement.
Practical implications – The paper offers interesting implications for firms, advisors and consultants, pointing out that synergy measurement issues are related to the analysis of strategic factors affecting synergy. These findings suggest that the pre-planning process should integrate people and tools from different backgrounds, from strategy to accounting, to effectively measure the synergy value. The authors also suggest the development of new tools in response to the needs of
practitioners for best practices in M&A.
Originality/value – This paper highlights that the effective use of synergy measurement models are
critical to improve the success of M&A due diligence.

A synergy measurement model to support the pre-deal decision making in mergers and acquisitions

/in /da

GARZELLA S, FIORENTINO R (2014). A synergy measurement model to support the pre-deal decision making in mergers and acquisitions, Management Decision, vol. 53, n. 6, ISSN 0025-1747.

Abstract
Purpose – The purpose of this paper is to develop an effective synergy measurement model to support the decision-making process in mergers and acquisitions (M&A).
Design/methodology/approach – Relevant literature is reviewed and critically assessed. An interpretive methodology is used to analyse empirical data from a questionnaire survey and interviews of M&A experts. A framework is provided with the objective to support the process of synergy measurement and the success of pre-deal planning.
Findings – The authors find several mismatches in synergy measurement practices. The strategic factors, which are considered very relevant to generating reliable forecasts, are surprisingly not adequately quantified. On the contrary, a synergy measurement model may integrate the assessment of these factors: the type of synergy, the size of synergy, the timing of synergy and the likelihood of achievement.
Practical implications – The paper offers interesting implications for firms, advisors and consultants, pointing out that synergy measurement issues are related to the analysis of strategic factors affecting synergy. These findings suggest that the pre-planning process should integrate people and tools from different backgrounds, from strategy to accounting, to effectively measure the synergy value. The authors also suggest the development of new tools in response to the needs of
practitioners for best practices in M&A.
Originality/value – This paper highlights that the effective use of synergy measurement models are
critical to improve the success of M&A due diligence.

An integrated framework to support the process of green management adoption

/in /da

GARZELLA S, FIORENTINO R (2014). An integrated framework to support the process of green management adoption, Business Process Management Journal, Vol. 20, fasc. 1, pp. 68-89, ISSN 1463-7154.

Abstract
Purpose – The purpose of this paper is to develop an integrated framework that aims to support the commitment of managers to green management and environmental strategies.
Design/methodology/approach – Relevant literature is reviewed and critically assessed. A framework is provided with the objective of supporting the process of green management adoption and the success of environmental strategies.
Findings – Green management issues have the potential to inform a wide range of business processes. The proposed framework clarifies that a multi-criteria approach (including the activity sector, drivers of green management adoption, strategic horizon and level of strategy) is needed to analyze the many critical actions that firms can develop to embrace green management. This model allows firms to be well equipped to address environmental challenges in a strategic manner.
Practical implications – This paper offers implications of interest to managers, pointing out that many actions may result in the adoption of socially responsible environmental policies. Specifically, we suggest strategies and practices that contribute to green management while simultaneously driving environmental, financial and competitive results.
Originality/value – This article responds to the needs of managers who are engaged in environmental social responsibility for a framework to assist in identifying and exploiting the most effective ways of coping with the adoption of green management.