: Against the backdrop of accelerating digital transformation and growing global emphasis on sustainable development, green mergers and acquisitions (M&A) have emerged as a strategic pathway for enterprises to achieve dual goals of value creation and environmental responsibility. This paper systematically analyzes the challenges confronting green M&A in the digital era from three dimensions: information asymmetry in target screening, integration complexity in post-merger ESG alignment, and the cost-benefit imbalance in strategic planning. Drawing on ESG frameworks and digital governance theory, the paper examines how ESG concepts can be embedded across the full M&A lifecycle — encompassing due diligence, risk management, and performance evaluation — and proposes targeted suggestions for enhancing green M&A ESG outcomes through standardized disclosure frameworks, lifecycle ESG integration, digital risk monitoring, and governance institutionalization. The aim is to provide theoretical and practical reference for enterprises and policymakers seeking to advance sustainable M&A practices in a digitally empowered governance environment.
Asian firms increasingly face a dual strategic requirement: they must accelerate digital transformation while meeting rising environmental, social and governance (ESG) expectations. This paper develops the ESG-digital nexus as a strategic management framework explaining how digital capabilities can strengthen ESG performance and how ESG objectives can discipline digital investment toward long-term value creation. Using an integrative conceptual synthesis informed by the resource-based view, dynamic capabilities theory and selected Asian sustainability contexts, the paper reframes digital transformation and ESG integration as mutually reinforcing organisational capabilities rather than separate compliance or technology agendas. The framework identifies three mechanisms: digitally enabled ESG measurement, behavioural embedding through digital institutional behavioural design and stakeholder-facing transparency. The illustrative evidence and maturity matrix suggest that firms with high digital and ESG maturity are better positioned to convert sustainability commitments into operational routines, financial resilience and reputational advantage. The paper contributes a practical quadrant model for diagnosing organisational maturity and for guiding staged managerial action in Asian firms operating under tightening sustainability reporting regimes.
K. Tan· International Journal of Sci...· 0 citations
Against the backdrop of the Dual Carbon goals and high-quality development, digital transformation has become a critical pathway for traditional manufacturing enterprises to resolve the conflict between economic and environmental benefits and to achieve green transition. Taking Dongpeng Holdings (DP) as a case study, this paper employs a single-case research method to deeply analyze the internal mechanisms and practical paths through which digital empowerment enhances ESG performance. The findings indicate that DP has achieved significant improvements in environmental, operational, and governance performance through four key mechanisms: data-driven decision- making, process optimization and resource efficiency enhancement, innovation empowerment and value creation, as well as transparency and governance strengthening. Furthermore, the company has constructed a transformation path framework encompassing six dimensions: strategy, data, process, innovation, ecosystem, and culture, thereby realizing the dialectical unity between mechanism elucidation and practical implementation. This study not only reveals the coupling mechanism between digital transformation and ESG performance but also provides theoretical references and practical insights for traditional manufacturing enterprises aiming to advance the digital + green dual transition.
Jing Huang, An-Shin Shia· Asian Business Research Jour...· 0 citations
By promoting healthier digital practices, organisations can improve employee well-being and effectively use digital tools, ultimately enhancing competitiveness in a dynamic landscape.
Dilek Şahin Yomralıoğlu, Beyza Toksoy· Istanbul Journal of Economic...· 0 citations
A Systematic Literature Review that analyzed 61 primary studies selected from 126 initial records reveals a clear association between cost reduction and increased productivity within the economic dimension; waste reduction reflects progress in the environmental dimension; and the improvement of quality and value delivered to stakeholders aligns with the social dimension.
It is argued that Africa’s effective participation in the 4IR depends not only on adopting technology but also on strong governance, sound regulatory frameworks, strategic policy implementation, cross-sector collaboration, targeted investment, and skills development.
Stella Gichuhi-Karau· Proceedings of the 1st Afric...· 0 citations
In the context of the ongoing global campaign for carbon neutrality, ESG has emerged as a pivotal framework for driving corporate transformation and addressing the demands of multiple stakeholders. The present study focuses on the influence of Environmental, Social and Governance (ESG) factors on corporate strategic, digital and governance level shifts and explores the role of ESG in the context of green transformation. The study systematically collects and analyses high-quality literature in Chinese and English and combines it with CiteSpace Knowledge Graph to sort out the research lineage and hotspots related to ESG and corporate transformation paths. The study proposes a theoretical framework for ESG-driven path transformation and finds that ESG plays a multidimensional role in promoting enterprises from a compliance orientation to strategic innovation. The paper emphasises the practical value of ESG in enhancing corporate resilience, strengthening competitiveness, and realising green value creation. This study provides a theoretical foundation and pathway suggestions for enterprises to realise sustainable transformation in the context of "dual carbon" in the future.
Qiu-ling Zheng· Advances in Economics, Manag...· 0 citations
