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This paper explores effective management strategies to optimise corporate value in the pharmaceutical industry. It uses key variables such as research and development (R&D), board gender diversity, and environmental, social and governance (ESG) factors.

Given the dynamic and multifaceted nature of corporate innovation and its impact on performance, 53 pharmaceutical companies were examined using partial least squares structural equation modelling (PLS-SEM). This methodology enabled exploration of causal and predictive relationships in corporate value and management.

Greater investment in R&D drives innovation and future growth. Despite the short-term financial impact, R&D investment reflects a strategic emphasis on long-term growth and sustainability in the pharmaceutical industry. Management effectiveness mediates the effects of gender diversity on increasing corporate value. The ESG score is the least relevant variable for assessing the value of pharmaceutical companies. It contributes to improving management practices but is not fully considered in the overall corporate value of a company taking into account the selected database.

Pharmaceutical companies can use these findings to adjust and optimise their investment in R&D. They can thus direct their strategies towards more ethical and sustainable practices, thereby enhancing effectiveness and competitiveness. The combination of these elements provides an opportunity to develop integrated management strategies.

This research explores innovative strategies to enhance corporate value, emphasising the pivotal role of R&D and ESG factors. It reveals the intricacies of the pharmaceutical landscape and provides solutions for organisational strategy.

As a response to global population growth and increasing demand for food, farmers have been complementing traditional agriculture practices with vertical farming (VF) and indoor hydroponic systems. To facilitate the growth of the VF industry, this paper aims to identify business model elements and their configurations that lead to high firm performance.

The research goals were met by conducting literature reviews coupled with a fuzzy-set qualitative comparative analysis (fsQCA) on five business model elements, “superior” OR “strong” performance as two possible outcomes, and the top-ranked global VF growers listed in the Crunchbase Database.

From the fsQCA results, it was observed that several business model configurations lead to strong firm performance. Vertical farms growing in urban settings and having strong customer engagement platforms, coupled with a presence of business-to-business (B2B) sales channels, are more consistently associated with superior performance. These results imply that the decision configuration of location, along with customer engagement activity and sales activity are differentiating factors between good firm performance and superior firm performance in the case of vertical farms.

This paper contributes to expanding the knowledge of business model theory, business model configurations and VF management, providing specific guidelines for vertical farm owners and investors related to decision-making for higher firm performance, as well as positive environmental, social and economic impact.

This paper aims to assess the impact of regulatory changes on corporate environmental disclosure practices in Europe. More specifically, the authors perform a difference-in-differences analysis to study the impact of the Paris agreement (United Nations Climate Change Conference, COP21) and of the French Law 2015-992 on energy transition for green growth.

The sample consists of the listed companies belonging to the Euro Stoxx 50 index, and they are analysed over the 2010–2019 time horizon by means of an expert validated environmental disclosure dictionary and difference-in-differences analysis.

The main results show that both regulatory interventions contributed to improving corporate environmental disclosure. The authors also show that firms belonging to the most polluting sectors tend to provide more information on environmental matters, likely in an attempt to divert stakeholders’ attention.

By analysing an under-investigated topic, the paper calls for significant efforts by regulators to find the most suitable solutions to induce firms to increase their levels of transparency on the impact of environmental risks and on how these risks are managed.

Worldwide challenges impose public organizations to rethink their processes and satisfactorily meet citizens’ needs. Process mining (PM) techniques enable organizations to objectively analyse and improve their processes, by providing higher process transparency and efficiency. However, extant literature on PM applications in the public sector reveals there is still limited evidence on the opportunities and challenges perceived from PM introduction in the public sector, and on PM potential to enhance public sector digital transformation: this study aims to fill these gaps.

Based on Business Process Management and digital innovation fields of research, we administered a questionnaire to a sample of Italian civil servants working in different public organizations to investigate their perceptions of PM opportunities and challenges and the extent to which it can support public sector digital transformation. A three-level analysis was conducted to inspect findings with different levels of granularity, and results were analysed both descriptively and quantitatively.

We found a positive attitude towards PM introduction in the public sector, and perceived opportunities and challenges related to both the technical and the social systems. The triangulation between close-ended and open-ended questions suggests that PM could be the missing link between public sector digitalization and digital transformation. These findings can be used by policymakers to develop the best strategies to introduce PM into public organizations and support its adoption, and by researchers to further explore PM role in public sector digital transformation.

Despite PM claiming to push digital transformation, it is not clear if it is also true for public sector organizations. This paper addresses this gap and it is among the first attempts to explore PM from civil servants’ viewpoint to investigate their perceptions of PM opportunities and challenges, as well as the variables that influence these perceptions.