Effective synergic interaction of strategic business units of diversified company

The purpose of the current paper is to elaborate the model for assessing cumulative synergetic effect in M&A (Mergers and Acquisitions) deals on the basis of a real options approach. The majority of papers on the synergetic effects of M&A deals typically focus on a particular type of synergy, while the current paper proposes a model that accounts for the cumulative simultaneous effect of different types of operating and financial synergies. The methodology of our research is loosely based on Datar-Mathews real option valuation model, which is flexible and intuitive for practitioners. Formulae for assessing eight types of synergy typically arising from M&A deals are developed. They are integrated into a single model to assess their cumulative effect on the M&A deal using a simulation modelling approach. The method was used ex post to find synergy values in two recent M&A deals in the pharmaceutical industry, and produced sound results. The proposed approach to value target companies could be used by firms before an M&A deal in the due diligence process. Using this tool a company can build a bidding strategy and define the maximum premium it can pay for the target.

Knowledge is crucial, but a transient resource that decides over the success or failure of business operations. Consequently, companies aim for the most profitable method to achieve high gains and conservation of knowledge, while excluding rivals to maintain the position of economic advantage as long as possible. To maximize the efforts of knowledge generation, new concepts of organizational processes were established in recent years. To provide a conceptual foundation and identify promising niches for future studies in the important field of team coopetition, existing literature on the factors of cross-functional team coopetition was reviewed, concluding in a systematic review. For this purpose, leading peer-reviewed journals from 2010 to 2021 offered 25 articles that fall within its established search inclusion criteria. Adding to the change of stakeholder project management, the shift from traditional, cooperative-led organizational approaches towards coopetition between two or multiple rivals can lead to promising results. However, it was indicated that this concept often fails due to misleading coordination in a coopetitive tension. Current studies extracted their results from applied team management mostly on short-term organizational, financial, and technical benefits or drawbacks, excluding long-term innovation effects. Most studies were categorized into three outcomes contributing to knowledge management: performance, relationship, and innovation. As a result, it is pointed out that several factors derived from the literature significantly influence the outcomes.

This paper investigates networking and related activities for marketing performance of small and medium enterprises (SMEs) for the sustainable development and the preservation of the environment. These SMEs have limited business skills and knowledge, and don`t have any marketing funds. As a clearly growing trend aspect in business, networking approaches were blended to find approaches to help these SMEs to take their market niche. Thirty-seven (37) SMEs were used as a convenience sample to experiment with the concepts. They were investigated on what could optimize marketing results and what could offset marketing benefits. The paper finds out that networking provides effective marketing when is modeled under crowdsourcing. Options for crowdsourcing could also involve local organizations in the marketing networks. SMEs should document their activities for proper accountability and transparency. They should also use incentives to volunteers and crowdsourcing participants by giving them shares and be proactive in their approaches. Further, SME practitioners should require them to learn business skills.