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.

Il cambiamento strategico nel governo dell’azienda

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Il cambiamento strategico nel governo dell’azienda, Roma, Aracne Editrice, 2011.

Il cambiamento strategico è una delle sfide più importanti nel processo di governo dell’azienda. Negli attuali contesti competitivi, i cambiamenti rilevanti per il successo delle aziende sono quelli che assumono valenza strategica: percorsi creativi che riescono a realizzare il passaggio verso un nuovo stato di equilibrio dell’azienda in grado di offrire migliori prospettive reddituali e competitive.
Il testo, frutto di analisi teoriche ed empiriche, riporta una sistematizzazione degli studi sul cambiamento strategico in categorie omogenee; sviluppa uno schema d’analisi dei percorsi di cambiamento aziendale; evidenzia le implicazioni manageriali e suggerisce nuovi strumenti gestionali sia per il “momento politico” che per il “momento esecutivo” del governo del cambiamento strategico.

Il cambiamento strategico_introduzione

Il cambiamento strategico_indice

Il cambiamento strategico copertina

Il cambiamento strategico_conclusioni

Environmental strategies and performance measurement: the Italian way

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Environmental strategies and performance measurement: the Italian way. 6th conference on Performance measurement and managing control, Nice, 7-9 september 2011.

Abstract

This paper report the results of a literature review on the environmental strategies and environmental performance and an empirical investigation into the practices of Italian companies. We advance a framework about the strategic management of environmental issues. This framework is used for the empirical investigation, based on a content analysis of annual reports and social reports of a sample of large listed firms. Our findings show major differences among companies in sensitive, manufacturing/service and financial sectors in terms of: integration of environmental issues into the strategic process; measurement of environmental performance; relevant key value drivers and performance indicators. Specifically, we offer some relevant insights on: the overlooked relation between environmental performance and financial effects; the absence or low number of indicators about competitive advantages; the predominant use of environmental qualitative and/or non financial measures. The study also shows that there is a lack of consideration paid to the relationship between environmental strategies and environmental performance and there is an high variability and a limited standardization in environmental practices. As a consequence, the comparability of environmental performance is very low. Furthermore, integrating theoretical and empirical findings, we suggests some implications to improve environmental performance practices.

Inside synergy assessment: avoiding mistakes for merger and acquisitions success

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Inside synergy assessment: avoiding mistakes for merger and acquisitions success, EURAM (European Academy of Management Annual Conference.), 2010 Annual conference.

Abstract
Synergy assessment is an important challenge for firms, advisors, and practitioners involved in mergers and acquisitions (M&A). However, despite the value of synergy expectations is commonly regarded as one of the M&A success factors, its role in synergy assessment models is surprisingly overlooked in the literature. Therefore, we conduct an exploratory survey on how different types of experts assess the value of synergies in M&A. Our results suggest a misalignment between theoretical prescriptions and business practices. Based on this findings, we identify three common types of mistakes and we advance a new tool for the useful support of synergy assessment in M&A.

Keywords: synergy expectations; M&A; value creation; evaluation models; mistakes.
Introduction