The lack of congruence between theory and practice in business remains a widely discussed topic. This lack of synergy is quietly and elusively becoming the Achilles' heel of contemporary scholarly business research and, by extension, of business in general. Focusing on the deviation of means and ends between business theory and practice, this book comprises thirteen chapters, which present an array of theoretical and geographical contexts, and aim to bring scholarly thinking and scientific analysis together with managerial rationale and practical applications. Presenting valuable insights and demonstrating an equalised perception of the theorisation of practice, and reversely, the practicality of theory, this innovative book signifies a new philosophy of scientific work and provides thought-provoking reading for scholars in a range of business sub-disciplines.

Alkis Thrassou is Professor in the School of Business at the University of Nicosia, Cyprus, and a Senior Research Fellow of the EuroMed Academy of Business (EMAB). He has extensive academic and professional experience, and has undertaken significant research in the fields of strategic marketing, management and customer behaviour.

Demetris Vrontis is Professor and Executive Dean at the University of Nicosia in Cyprus, the Editor-in-Chief of the EuroMed Journal of Business (EMJB), and the President of the EuroMed Research Business Institute (EMRBI). He has published over 200 articles and books.

Yaakov Weber is Professor and Director of the Research Unit, School of Business Administration, College of Management, Israel. The Founder and President of EMRBI and EMAB, Yaakov has served in various editorial positions for a number of leading journals including the Journal of World Business.

S. M. Riad Shams is a Senior Research Fellow at the Ural Federal University, Russia. Having previously studied at Central Queensland University in Australia, he is a Research Fellow at EMAB and has published articles in several leading journals.

Evangelos Tsoukatos teaches Management at the University of Applied Sciences Crete, Greece, and is adjunct faculty at the University of Nicosia and the Hellenic Open University. He is Associate Editor of EMJB and previously studied at Lancaster University, UK.

1;Contents;6 2;Notes on Contributors;12 3;List of Figures;22 4;List of Tables;23 5;1: Editorial Introduction: The Requisite Bridge from Theory to Practice;24 5.1;1.1 Book Context and Theoretical Foundations;25 5.1.1;1.1.1 The Imperative of Practicable Theory: A Strategic Perspective;25 5.1.2;1.1.2 Theoretical Foundations;26 5.2;1.2 Book Content and Structure;28 5.3;References;33 6;2: Theoretical Concepts and Practical Applications of Accounting-Related Shared Service Centres in Medium-Sized Firms;36 6.1;2.1 Introduction;36 6.2;2.2 Literature Review;37 6.2.1;2.2.1 Characteristics of Small and Medium-Sized Enterprises (SMEs);37 6.2.2;2.2.2 Shared Service Centre;38 6.2.2.1;Consolidation of Processes;39 6.2.2.2;Exclusively Engaged in Support Services;39 6.2.2.3;Reduction of Costs;40 6.2.2.4;Service-Oriented Focus on Internal Clients and Alignment to External Competitors;40 6.2.2.5;Independent Organisation and Operate Like a Normal Business;40 6.2.3;2.2.3 Findings of Previous Studies;41 6.3;2.3 Research Design;44 6.4;2.4 Findings: Conception of Shared Service Centres;45 6.4.1;2.4.1 Definition and Objectives;45 6.4.2;2.4.2 Implementation Process;46 6.4.3;2.4.3 Economic Efficiency Calculation;47 6.4.4;2.4.4 Design of the Shared Service Centre;47 6.4.4.1;Selection of the Processes to Be Migrated;48 6.4.4.2;Structure and Reporting Structure;48 6.4.4.3;Service Level Agreements (SLAs);49 6.4.5;2.4.5 Infrastructure;50 6.5;2.5 Findings: Implementation of Shared Service Centres;52 6.5.1;2.5.1 Migration Strategies;52 6.5.2;2.5.2 Change Management;53 6.5.3;2.5.3 Further Important Key Components for the Implementation;54 6.5.4;2.5.4 Implementation Challenges;54 6.6;2.6 Findings: Controlling of Shared Service Centres;55 6.7;2.7 Conclusion and Industry Implications;56 6.8;References;58 7;3: From Theory to Practice of Formal and Informal Palestinian Small Businesses;62 7.1;3.1 Introduction;62 7.2;3.2 Context;63 7.3;3.3 Formal and Informal Businesses;67 7.4;3.4 Methodology;69 7.5;3.5 Results and Analysis;71 7.5.1;3.5.1 Characteristics of Formal and Informal Small Businesses;71 7.5.2;3.5.2 Challenges Facing Informal and Formal Small Businesses;73 7.5.3;3.5.3 Policy Recommendations;74 7.6;3.6 Practical Implications;76 7.7;3.7 Conclusion;77 7.8;References;78 8;4: A Practicable Implementation of Training and Development in Professional Services: The Case of Accountants in Cyprus;82 8.1;4.1 Introduction;82 8.2;4.2 Literature Review and Theory;84 8.2.1;4.2.1 Training and Development;85 8.2.2;4.2.2 Employee Retention;86 8.2.3;4.2.3 Theories That Seek to Explain the Effect of T&D on Employee Retention;88 8.2.3.1;Social Exchange Theory;89 8.2.3.2;Congruence Theory;91 8.2.3.3;Person-Environment Fit Theory;91 8.2.3.4;Attraction-Selection-Attrition (ASA) Theory;92 8.2.4;4.2.4 Hypotheses Development and Initial Conceptual Framework;93 8.3;4.3 Methodology;95 8.4;4.4 Data Analysis and Results;96 8.4.1;4.4.1 Demographic Statistics;96 8.4.2;4.4.2 The Descriptive Statistics for Variables in the Proposed Framework;97 8.4.3;4.4.3 Correlation Analysis;99 8.4.4;4.4.4 Linear Regression;100 8.4.5;4.4.5 Adjusted Conceptual Model;103 8.5;4.5 Discussion and Conclusions;103 8.5.1;4.5.1 Theoretical Contributions;103 8.5.2;4.5.2 Bridging Theory and Practice;104 8.5.3;4.5.3 Conclusion;105 8.6;References;105 9;5: The Role of Organizational Identity in Post-Merger Integration;114 9.1;5.1 Introduction;114 9.2;5.2 Literature Review;115 9.2.1;5.2.1 Main M&A Motive: Exploitation of Synergy;115 9.2.2;5.2.2 M&A Integration and Conflicts: Mixed Findings;116 9.2.3;5.2.3 Culture and M&A Performance;117 9.2.4;5.2.4 The Relationship Between Cultural Differences and Integration;117 9.2.5;5.2.5 The Relationship Between National Cultural Difference and Post-Merger Integration;118 9.3;5.3 Propositions for Using the Identity Factor in M&A;119 9.3.1;5.3.1 Identity Before and After M&A;119 9.3.2;5.3.2 The Interrelationship of Identity and Organizational and International Cultures;121 9.4;5.4 Discu