Entrepreneurship & Organization Management

In today’s global, competitive environment, mergers and acquisitions are sometimes the only means for long-term survival and growth of firms. The underlying principle behind M&A is simply 2+2=5, when we merge two companies; the synergy produces the additional value of 5. It is imperative that everyone involved in the process has a detail understanding of how the process works. An appropriate valuation method must be adopted to ascertain the worth of the companies in order to know whether the deal will be beneficial for the business concern. Merger and Acquisition especially in the banking sector is now a global phenomenon, the last few years has witnessed the creation of the world’s banking groups through M & A. All over the world and given the internationalization of finance, size has become an important ingredient for success in the globalizing world. The option of consolidation is predicated on the relationship between the two banks that are merging, the benefits accruing there-from involves creation of synergies and economies of scale, expanding operations and cutting costs. However, to ensure that the synergy envisage is fully harnessed, and to mitigate post-consolidation conflicts, adequate steps should be taken to train and retrain the staff of all the banks that have scaled the capitalization huddle while the regulatory environment has to be tightened to close all the loopholes
that could come up as a result of the increased size of the firms in the industry.

This article aims highlight the importance of the quantitative methods application in conjunction with organizational tools aid in the decision-making process. The need to work with countless data is a constant in the business world. Often the manager loses time analyzing data that are not important at that moment which may result in inefficiency. In this paper are proposals a project development making use of mathematical programming as a precious tool in decision management, resulting in a reduction of time spent of analysis for business decisions and greater accuracy. To highlight the importance of a multidisciplinary approach to redefine problems outside of normal boundaries, a bank would be
the organization to work within all their agencies treats as DMU of the system. From the modeling, it is possible to identify those agencies that will provide efficient benchmarking for inefficient agencies, pointing actions to be directed to become efficient. Takes place here, a complete sensitivity analysis on alternative scenarios that could be generated by a decision maker. The proposed project would be performed in three stages, considering the case of a private sector bank: exploratory and data treatment; semi-structured interviews with the managers; analyze the relative efficiencies among the DMUs with the chosen sets of Inputs and Outputs through Data Envelopment Analysis - DEA. An analysis of the results from the standpoint of Economic Efficiency and Organizational Efficiency (BSC) would be an object of
discussion.

The institutionalized focus of university technology transfer is on revenue generation. Following a brief exploration of the evolution of the field, the current paper unpacks the assumptions underpinning the institutionalized understanding of technology transfer as a revenue-generating mechanism. Next, an alternative technology transfer model that is based on social entrepreneurship principles is proposed. The alternative model is predicated on the recognition of technology transfer as a mechanism for bettering society through value creation rather than value capture.

This article assesses bank management?s perspective on the use and effectiveness of the risk measurement system under Basel II that set capital requirements for banks. These requirements encouraged the use of risk measurement. Semi-structured interviews with various bank managers at Viking Bank (a fictitious name) provide the empirical data for this research. These interviews were conducted after the global financial crisis that led, among other events, to the bankruptcy of Lehman Brothers. Viking Bank was an important European bank that embraced Basel II and risk measurement. In its efforts to implement risk measurement, the bank?s management accounting department was reduced and subordinated to the risk measurement department. Risk measurement information became the bank?s primary source of information for some loans. The financial crisis has made us more reluctant to use risk measurement. This was not the case before the crisis hit us. (Senior bank manager, Internal Auditing, Viking Bank)