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This paper aims to investigate whether the competitiveness of a certain territory may be developed and maintained in the context of a global economy through the exploitation of its intrinsic value. The paper contributes to managerial literature by embracing a systemic perspective using business models (BMs) and adapting the original Osterwalder and Pigneur’s (2010) framework (canvas) to the specific context of territorial development.

The paper proposes a conceptual framework placing the territory and its actors in a dominant position. This choice allows us to look at BMs as the instruments of success of an entire territory (instead of a single firm as typically assessed in managerial literature) – a cooperating system. To do so, the authors build on previous works on “triple” and “quadruple helix”, which, although primarily focused on technological innovation, may also be used for more general aims such as guiding the specialization of a specific territory and supporting its economic sustainability. The paper contends that a BM might be the instrument to orchestrate actors’ (helices) cooperation by combining the focus on territories with a systemic perspective. Through the implementation of a common BM, each system should be able to orchestrate policies implemented by the different leading forces of the territory to assist processes of economic development.

The paper extends the literature on BMs conceptually linking its roots to the existing managerial literature on territory governance and networks. It offers a dual range of outcomes: first, it provides public policy makers with useful guidelines with regard to political, institutional, educational and entrepreneurial choices to be implemented for the development of a given geographical area; second, it examines the relational network linking the various actors of a territory, which are key to its growth and success.

This paper offers a new way for recovering/sustaining economically depressed areas. To the authors’ knowledge, BMs have never been used at territorial level, but only at firm level. They believe that, through this new view of BMs, policy makers can help each territory to express its intrinsic and peculiar value. By combining BMs with the concepts of triple and quadruple helix, the authors offer a new way to look at how governments, educational institutions and firms can cooperate to help a territory in finding and improving its intrinsic specialization.

This paper aims to show the importance of introducing an integration manager (i.e. an executive position used to channel the acquiring firm’s course of action and strengthen the success of a post-acquisition integration process) within the acquiring firm’s board of directors.

This is a theoretical paper that introduces the integration manager within the board of privately held firms going internationally via acquisitions and serving as an “out-insider” director able to balance the conflicting demands of the previously separated entities during their integration process. The authors present an explanatory case study that empirically contributes to the board of directors’ design for internationalization.

The authors posit that the integration manager serves as an “out-insider” director of the board for privately held firms, possessed by large-block shareholders, going internationally via acquisitions, providing the necessary expertise and knowledge of the target firm’s products and industry.

The provided study aims to show that international acquisitions, even though apparently less risky than greenfield investments, may require additional neutral information flow – both within the due-diligence process and the post-acquisition integration – that only outsiders possess. Such an outsider has been individuated in the integration manager whose crucial role focuses on smoothing the pre- and post-acquisition integration processes.

There is growing interest in how hubris bias shapes managerial and entrepreneurial judgments and decisions and, in turn, firm strategy and performance. Based on a 44-years dataset of articles reaching the beginning of 2023, the authors offer a synthesis of hubris research published within business journals.

The authors implement a mixed-method approach offering a content representation of 600 peer-reviewed articles extracted from Scopus. The authors conduct a bibliometric investigation – employing Excel, VOSViewer and Biblioshiny software – and perform a qualitative review.

The analysis unveils four thematic clusters: hubris bias in financial policies (Cluster 1), hubris bias in restructuring deals (Cluster 2), hubris bias in entrepreneurial contexts (Cluster 3) and hubris bias in strategic decision-making (Cluster 4). Moreover, the authors infer that hubris research in business predominantly developed from three disciplinary perspectives – finance, entrepreneurship and strategic management – and progressed with limited interdisciplinary dialogue.

The authors call practitioners' attention to the impact of the hubris bias in forming financial, entrepreneurial and strategic choices. Managers get conscious of the risks of hubristic choices; hence, they implement organizational practices that move forward with unbiased (or less biased) judgments and decisions.

The authors offer an up-to-date and comprehensive view of hubris research in business. Furthermore, the authors provide an integrative framework and a research agenda.

This study aims to review family business branding research, elaborate a new framework integrating family business branding and corporate brand management literature and finally identify future research directions.

A bibliometric analysis was conducted to present the main research topics within family business branding.

The contributions of this study are threefold. First, this study maps the main themes of family business branding research and highlights its fragmented nature. Second, this study proposes an overarching framework based on signaling theory, attempts to bridge the family business branding and corporate brand management literature and provides a lead for future research. Third, this study stresses the role of brand construct in family business branding.

This study represents an important step in the identification of a new theoretical framework that best fits the investigation of family business branding.

Cross‐border mergers and acquisitions present significant opportunities for firms wishing to diversify their activities geographically, learn new knowledge, and gain access to valuable resources. Cross‐border mergers and acquisitions present multiple challenges as well. These include the difficulty of evaluating target firms, cultural and institutional differences, and the liabilities of foreignness among others. We compare acquisitions to enter new markets with other market entry mechanisms (strategic alliances and greenfield ventures), and conclude with suggestions for future research to advance our knowledge of this strategy of increasing importance globally.

The purpose of this paper is to understand whether managerial behavior in impairing goodwill arising from M & As has changed after the adoption of IAS/IFRS, searching for evidences of earnings management (EM) practices. Thus, our goal is to provide a response to the following research questions. Are goodwill impairments used by listed firms’ managers to manipulate earnings? If so, what kind of EM practice is mostly used?

In this paper the authors tested the following hypothesis: H1. In the year of the deal’s closure and in the following four years, the management detects impairment of goodwill in difformity with the previous Italian regulations and related accounting practices. Moreover, the authors tried to determine, for each considered firms, potential symptoms of typical DEM practices widely debated in the financial accounting literature (income smoothing, income minimization, income minimization, or big bath accounting).

Our analysis does not prove evidence of certain EM practices, but it highlights very clearly that, after the adoption of IAS/IFRS, managers’ behavior has deeply changed. Moreover, the analysis shows that there is no univocal choice in favor of a specific EM practice and that every firm pursues its own “strategy.”

Considering the importance of the topic from both the perspectives of managerial (with regard to M & As valuation processes) and financial accounting (with regard to intangibles valuation fulfilled by applying the impairment test instead of the amortization), this work aims to provide a multi-dimensional contribution to the current debate.

The purpose of this paper is to present some evidence on the role of management models in the implementation or in the transformation of the business models, highlighting the pivotal role of managerial dynamic capabilities. The analysis provides relevant lines of managerial action both strategic and operational levels.

An innovative conceptual analysis is proposed. Managerial dynamic capabilities play a central role in the coupled link between management model and business model at the organizational level.

The authors propose a highly usable and generalizable conceptual model for management practices, strategic planning and operational assessment.

This paper investigates a new emerging research stream of management innovation theory. The research presents a new and innovative conceptual analysis of management model and business model alignment. This theme has not been explored in prior researches and represents an experiment to pair the management model and the business model evidence.

This paper aims to identify the combination of innovation determinants driving the creation of innovative products amongst market leaders and market followers in food and beverage (F&B) firms.

This research is based on the case study methodology by using two types of data sources: (1) semi-structured interviews with industry experts and (2) in-depth interviews with managers. In addition, a questionnaire adapted from prior research was used to consider market and firm types.

Suggesting an integrated theoretical framework based on firm-based factors and market-based factors, this study identified a combination of determinants significantly impacting innovative products in the market. Specifically, these determinants are competition intensity and innovation capability (a combination of research and development (R&D) investment and marketing capabilities). The study also examined how these determinants vary depending on whether the firms are market leaders or market followers.

This research provides practical insights for managers working in the F&B industry by using case studies and exploring the determinants of developing innovative products. In doing so, suitable strategies can be selected according to the market and firm situations.

The originality of the study is shown by focussing on how different combinations of market and firm factors could be applied in creating successful innovative products in the food sector.