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The concentration of women entrepreneurs on influential events such as the development of green entrepreneurship, which lead to the coordination and dynamic balance between economic and environmental goals, can create a bright future for businesses with sustainable and environmentally friendly architecture. The main purpose of this study is to provide a framework for the successful entry of women entrepreneurs into green entrepreneurship.

The present qualitative applied descriptive-analytical study was conducted on a population of women entrepreneurs working in green businesses. This population was obtained by the non-probability chain sampling method and an exploratory interview with the saturation of 12 individuals. Thematic analysis was used to analyze the findings.

The results revealed that creating shared value, inclusive social acceptance, multifaceted interactions and green dynamic bedding are effective in the entry of women entrepreneurs into green entrepreneurship in the form of “competitive empowerment” and “multiplied green synergy”. Thus, managers and planners should consider some factors, including shared value, social acceptance, inclusive acceptance, building green culture, knowledge flows, multiple participation, networking dimension, green marketing, competitiveness, creating platforms, green technologies and risk management.

This research tries to present a framework for the entry of women entrepreneurs into green entrepreneurship area.

In May 1999, the CEO of this company (the largest brewer in Brazil) is contemplating a bid for Antarctica, the second-largest brewer in Brazil. The primary motives are to exploit economies of scale and other synergies and to prevent other competitors (mainly foreign multinationals) from acquiring the firm. The tasks for the student are to value the target and buyer, propose an exchange ratio of shares, and generally design the terms of the transaction.

Managers’ boundary spanning role is critical to the effectiveness of groups, teams and organizations. We explore the identity predicament of boundary spanning managers, who must create synergies across multiple identities. In the context of identity threat, formerly synergistic identities may be brought into conflict – a phenomenon we label identity splintering. Our theory and empirical results suggest that identity splintering creates a discrepancy between the identities that boundary spanning managers claim and those they enact.

This paper aims to explore generational effects on work‐family conflict and synergy

The design is cross‐sectional and investigates large US national probability samples. Multiple regressions and ANOVAs were used in the analyses.

Generational differences in work‐family conflict and synergy were found. Mental health and job pressure were the strongest predictors of work‐family conflict for each group. Matures were significantly more satisfied than baby boomers and generation Xers.

All measures were self‐reports collected at one point in time. Thus, common method variance may be an issue and causal inferences cannot be made. Life stage and family stage differed for the generational groups and this should be explored in subsequent research.

Managers and human resource professionals need to consider generational differences in work‐family program design and monitor patterns of program usage for each group. Generation X members are particularly concerned about work/life balance.

This is the first paper to investigate generational issues affecting work‐family conflict and synergy. The findings are particularly relevant to managers and human resource professionals.

This paper aims to illustrate how managing multiple business models can become a key factor for succeeding in base-of-the-pyramid markets.

Case study was conducted through an engaged scholarship approach.

The authors highlight that companies can manage multiple business models, if they are following these three steps: recognition of costs-and-benefits, improvement and growth and creation of synergies.

The study provides guidance on how to manage multiple business models.

This paper discusses Sustainable Organic Integrated Livelihoods, a social enterprise, which provides basic sanitation in bade-of-the-pyramid markets.

Operating more than one business model could cause often strategic failures. Sustainable Organic Integrated Livelihoods explored the advantages of having multiple business models in following three steps: recognition of costs-and-benefits, improvement and growth and creation of synergies.

The purpose of this study is to present the evolution of thinking on the role of management control systems (MCSs) in innovation, according to the development of control practices, and to provide a reflection on the achievements of the more recent literature.

This paper assesses articles, books and book chapters that have explored MCSs in innovation, together with seminal works on management accounting and control.

Moving from the traditional phase where MCSs were seen as detrimental to innovation, the literature has now reached a new consensus that attributes a positive role to control. In this recent phase, it arises from the literature that MCSs in the realm of innovation should embrace a multiplicity of controls; MCSs depend on the magnitude and innovation mode of a company; MCSs evolve over time; and that synergies and tensions are expected to arise. Adding these factors to the inherent complexity of innovation, the assertion is that qualitative approaches should be undertaken to infuse the field with more fine-grained evidence. It is also proposed that this methodological approach be used to address the following points: (1) the use of multiple controls; (2) synergies and tensions; and (3) behavioural aspects of controls in relation with innovation.

The paper is of value for researchers who have an interest in studying the use of MCSs in innovation and in qualitative research and proposes some areas of research that could be explored.

Mergers and acquisitions (M&As) are an important strategic tool for continuous adaptation, sustainable corporate development and external growth. At the same time, M&As involve high levels of risk with mixed performance results even under normal circumstances. Even though the M&A market was continuously growing for the last decade, it was abruptly ended by the coronavirus 2019 (COVID-19) pandemic as executives were more concerned about liquidity than with long-term growth strategies. This raises the question how M&A behaviour is affected by the economic fall-out of the COVID-19 pandemic.

The mixed method research design was employed in this study.

The authors particularly investigate how target selection as well as synergy management are affected by the pandemic. The study analysis reveals four archetypical responses to the COVID-19 crisis. The authors describe those responses in detail and analyse antecedents that seem to influence firms' acquisition behaviour during the pandemic.

The paper draws on survey and interview data of M&A practitioners.

The purpose of this paper is to develop a theorization of the unintended consequences of sustainable supply chain management (SSCM).

The authors integrate extant theory of unintended consequences, sustainable supply chain management and paradox theory to develop a typology of the unintended consequences of SSCM initiatives and a conceptual model of the antecedents of these unintended consequences.

The authors advance a mutually exclusive and collectively exhaustive typology of the unintended consequences of SSCM initiatives. These unintended consequences include trade-offs as well as synergies in the form of positive spillover. The authors’ conceptual model identifies multiple levels of stakeholders, multiple performance dimensions, multiple time horizons and the interplay with social construction as antecedents to the unintended consequences of SSCM initiatives.

The authors’ typology suggests that managers must move beyond simply assessing whether the intended consequences of an SSCM initiative have been achieved. Managers must also, to the extent they can, assess the potential for unintended consequences to arise. The authors’ typology provides an initial roadmap for managers to continue, discontinue or further consider an SSCM initiative, based on the resulting unintended consequences. The authors’ theorization also provides guidance about how managers can more successfully bring SSCM initiatives to fruition and start cycles of learning.

There largely has been a focus in the operations and supply chain management literature on trade-offs between economic performance on the one hand and social or environmental performance on the other. The authors advocate that this focus needs to shift to interactions within and between social and environmental performance. Further, trade-offs are only one type of unintended consequence. By developing a mutually exclusive and collectively exhaustive typology, the authors introduce a much clearer conceptualization of the unintended consequences of an SSCM initiative and a much better understanding of how to manage SSCM initiatives, both prior to and postimplementation.

The purpose of this paper is to contribute to the developing literature on entrepreneurship and identity by exploring the multidimensionality of older (50+) British women entrepreneurs’ identity. By using positionality as a lens, greater insight into the complexity of the lived multiple identities of older women entrepreneurs is explored.

A total of 12 in-depth qualitative interviews took place throughout the UK seeking to capture the various experiences of how older women engage with intersecting discourses surrounding enterprise culture and ageing whilst constructing their identities.

Overall, findings evidence the outcomes of these intersecting dimensions are largely positive and demonstrate the life enhancing benefits of these overlaps. Whilst tension was evidenced between age and how these women entrepreneurs perceive their entrepreneurial identities, as well as some constraints between identity as “mother” and “entrepreneur”, overall synergy was found between the intersection of older women entrepreneurs’ social identities and their entrepreneurial identity. It must be noted, however, that this synergy was heavily reliant on context and stage of life for these women.

This paper challenges the traditional discourse of entrepreneurship, which produces a homogenous view of entrepreneurs and omits key historical and social variables in the process of identity formation. The current paper adds to increasing calls to develop more sophisticated ways of measuring and understanding entrepreneurship and its impacts. The authors echo calls throughout the most recent literature to move away from the agency agenda and pursue lines of enquiry that examine entrepreneurship as a process in contexts that are underpinned by both agency and external factors.

The constructs of re-deployment and co-deployment have been central to discussions of scope economies in diversified firms. We argue however that these constructs are also significant in the context of single-business firms. Increasingly, changes in technology and demand preferences have provided opportunities for entrants to attack incumbents with a different business model, one that may neutralize the incumbent’s advantage for at least some set of customers (e.g., Netflix vs. Blockbuster). In such a context incumbents often respond by modifying their business model. We note that several of the business model-altering responses of the incumbent can be characterized in terms of co-deployment and re-deployment benefits and costs, where co-deployment benefits/cost apply to the scope economies/diseconomies in running multiple business models within the same firm and re-deployment benefits/costs apply to the implications of moving assets from one business model to another. We then examine the set of strategic choices faced by the incumbent in competing with an entrant with a different business model. We identify five set of factors that are likely to influence the decision to choose between these alternatives – uncertainty spawned by the new business model, market segment targeted by the new model, the within-business-across-business-model co-deployment and re-deployment benefits and costs, the across-business co-deployment and re-deployment benefits and costs, and the incumbent’s prior performance history. Although some of these choices have seen some work, most remain relatively underexplored in the strategy literature. We highlight the potential for research in this area with a set of propositions that identify key conditions that should hold true for a particular strategic choice to be picked by an incumbent.