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Thematische Bibliographien / 350200 Business and Management / Zeitschriftenartikel

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Zeitschriftenartikel zum Thema „350200 Business and Management“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 20. Februar 2023

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1

Bartels, Charlotte, und Carsten Schröder. „Die Bedeutung von Mieteinkommen und Immobilien für die Ungleichheit in Deutschland“. Wirtschaftsdienst 100, Nr. 10 (Oktober 2020): 741–46. http://dx.doi.org/10.1007/s10273-020-2756-6.

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Zusammenfassung Immobilien haben an Bedeutung für die Einkommensungleichheit in Deutschland gewonnen. Der Anteil von Haushalten mit Einkommen aus Vermietung und Verpachtung hat zwischen 2002 und 2017 zugenommen. Mieteinkommen erklären einen wachsenden Anteil der Einkommensungleichheit in Deutschland. Veränderungen der Vermögensungleichheit werden hauptsächlich durch Kapitalgewinne aus Wohnungs- und Aktienkursen sowie durch unterschiedliche Sparquoten verursacht. Steigende Hauspreise verringern tendenziell die Vermögensungleichheit, während steigende Aktienpreise die Vermögensungleichheit vergrößern. In den 2010er Jahren hat der Anteil des Wohneigentums in den deutschen Bundesländern und über die verschiedenen Regionen hinweg zugenommen, insbesondere in städtischen Gebieten und größeren Kommunen. Somit profitierte ein steigender Anteil der deutschen Haushalte von steigenden Hauspreisen, und die Vermögensungleichheit hat sich zwischen 2002 und 2017 nicht wesentlich verändert. Wir dokumentieren erhebliche Unterschiede in Wohneigentum und -vermögen zwischen Ost- und Westdeutschland. Während in Westdeutschland 2017 etwa die Hälfte aller Haushalte in Immobilien investiert ist, liegt dieser Anteil in Ostdeutschland unter 40%. Im Jahr 2017 weisen die Haushalte in Bayern und Hamburg mit durchschnittlich mehr als 350.000 Euro das höchste Nettoimmobilienvermögen auf. In den ostdeutschen Bundesländern liegt das durchschnittliche Nettoimmobilienvermögen zwischen 100.000 und 150.000 Euro. Von 2012 bis 2017 ist das durchschnittliche Nettoimmobilienvermögen vor allem in großen Kommunen, Gemeinden und städtischen Regionen recht stark gestiegen. Das Betriebsvermögen erklärt mehr als die Hälfte der gesamten Nettovermögensungleichheit in Deutschland, gefolgt vom Nettoimmobilienvermögen.

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Awan, Muhammad Luqman, Muhammad Usman Awan, Omer Naseer und Usman Mumtaz Khan. „Driving Mobile Accounts Sales: Strategic Imperative for Telenor Pakistan“. Asian Journal of Management Cases 16, Nr. 2 (September 2019): 240–60. http://dx.doi.org/10.1177/0972820119858546.

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In October 2013, Mahboob Ali Shah Manager Financial Services Planning Telenor Pakistan (TP) needed to make decisions on the future of Mobile Accounts Sales officers (MASOs). TP had two businesses, i.e., GSM (96 per cent revenue contribution in TP 2012 sales) and financial services offering (4 per cent revenue contribution in TP 2012 sales) under the brand name of EasyPaisa. TP launched EasyPaisa in 2009 with a view to reach out to the unbanked segment (60 million people). By 2012, EasyPaisa had a brand awareness of 80 per cent with the largest footprint of 36,000 EasyPaisa shops. Mobile accounts (MAs) were introduced in 2010 which could be operated only by Telenor sim and; hence, offered a great opportunity for TP to attract and retain customers for continual usage of its complete offerings. TP developed an elaborate go to market strategy (direct as well as indirect) to reach its customers effectively. Territory Sales Supervisors (TSS) has been the focal contact point between TP and their franchises since the launch of GSM services in 2005; however, as TP increased their offerings in the realm of financial services and offered diverse services such as MAs it became difficult for TSS to focus on MA and other financial services products whereas ironically MA contributed only (5 per cent) in KPI of TSS. At the same time, selling of MAs required different selling process as opposed to selling GSM services to franchisees and subsequently to retailers. Due to this change in the selling process, highly successful TSS had not been able to achieve sales targets for MA. In order to achieve corporate objectives for MA sales, Mahboob needed to make a choice from among different possible options for MASO’s expansion to achieve this year’s target of 350,000 MA, out of which until now he could achieve only 224,000.

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Saryeva, G., N. Petrova und L. Bezmenova. „SEISMICITY of the KOPETDAG REGION in 2015“. Earthquakes in Northern Eurasia, Nr. 24 (14.12.2021): 84–93. http://dx.doi.org/10.35540/1818-6254.2021.24.07.

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In 2015, the seismicity of the Kopetdag region was monitored by the network of 32 seismic stations, including 28 digital and 4 analogue stations. The re-equipment of stationary analogue stations of Turkmenistan with digital GEOSIG equipment, which began in 2013, was continued in 2015 – 6 GEOSIG stations were added to 9 stations of this type, and the analogue equipment at the re-equipped stations was stopped. In 2015, the seismic activity A10 in the Kopetdag region was close to the background level for the period 1992–2014, while the number of weak events significantly exceeded the level of the previous year. The seismic activation along the boundaries of the crustal blocks in the north of the Iranian plate, which began in 2012, continued by the October 12, 2015 earthquake with KR=12.7, Mw=5.2. This strongest earthquake in the territory of Turkmenistan in 2015, named the Kenekesir earthquake by the name of the nearest settlement, accompanied by numerous aftershocks – more than 35000 events with KR=3–11 were located during 80 days after the mainshock within 30 km radius. The aftershock series lasted 186 days and ended in 2016. According to the complex of instrumental seismological and tectonic data, oblique-slip with equal normal and strike-slip components occurred in the source of the mainshock. The rupture plane had a southwestern strike and dipped to the northwest. The maximum ("Bath’s") aftershock occurred on November 16 with KR=11.1. Judging by its remoteness from the mainshock in space and time, and the difference in the type of movement in the source (upthrust), it was caused by stress relaxation in the environment.

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4

Firmansyah, Riza, und Maria Oselaga. „TOURIST'S WILLINGNESS TO PAY FOR ENVIRONMENT REHABILITATION“. Journal of Tourism Destination and Attraction 9, Nr. 1 (19.03.2021): 71–78. http://dx.doi.org/10.35814/tourism.v9i1.1913.

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Kepulauan Seribu Marine National Park (TNKpS) which is the only national park in the world located in a capital city, is included as a part of the Kepulauan Seribu Administrative Regency, DKI Jakarta Province. Based on the decree of the Director of Forest Protection and Nature Conservation Number SK.05/VI-KK/2004 concerning the Zonation of the Kepulauan Seribu Marine National Park, not all TNKpS areas can be used as tourism destinations, because there are zones aimed at conservation of natural resources. According to the decree, TNKpS area is divided into 4 zones, namely the Core Zone, Protection Zone, Tourism Utilization Zone and Settlement Zone. One of the residential islands in TNKpS which is also the main destination for tourists for transit, is Harapan Island. Apart from being the main destination for tourists for transit, Harapan Island is the largest island in Seribu Utara sub-district. The cost of traveling to Kepulauan Seribu, especially to Harapan Island, is very affordable, between IDR 350,000 to IDR 400,000. This affordable cost makes Harapan Island a priority natural tourist destination for residents of Jabodetabek (Jakarta, Bogor, Tangerang, and Bekasi). Many tourism activities on Harapan Island have not only a positive impact on the local economy but also a negative impact on the environment. There are a lot of rubbish such plastic snack waste and damaged coral reefs in the snorkeling spots. The concept of Willingness to Pay (WTP) of tourists is the willingness of tourists to pay for the assessment of natural resources in order to improve environmental quality in the Harapan Island area. This study aims to estimate the WTP of tourists to travel on Harapan Island. The design of this study used quantitative methods by collecting data through interviews and distributing questionnaires online. The data were processed by descriptive method and the Contingent Valuation Method (CVM). The results show that the WTP of tourists is as much as IDR 32,976/person/visit that can be included in the price of a tour package. As much as IDR 518,161,947 per year is expected to help the costs of nature conservation on Harapan Island. Keywords: Kepulauan Seribu Marine National Park (TNKpS), Harapan Island, Contingent Valuation Method (CVM), Willingness to Pay (WTP).

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Editorial Submission, Haworth, und Doris K. Williams. „Business Management“. Journal of Housing For the Elderly 8, Nr. 2 (10.01.1992): 25–56. http://dx.doi.org/10.1300/j081v08n02_03.

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6

Feuer, Louis. „Business management“. Case Manager 6, Nr. 5 (Oktober 1995): 38–41. http://dx.doi.org/10.1016/s1061-9259(05)80015-3.

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7

Feuer, Louis. „Business management“. Case Manager 6, Nr. 4 (Oktober 1995): 36–39. http://dx.doi.org/10.1016/s1061-9259(05)80114-6.

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8

Feuer, Louis. „Business management“. Case Manager 7, Nr. 1 (Januar 1996): 35–36. http://dx.doi.org/10.1016/s1061-9259(96)80057-9.

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9

Feuer, Louis. „Business management“. Case Manager 7, Nr. 2 (März 1996): 30–31. http://dx.doi.org/10.1016/s1061-9259(96)80127-5.

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10

Feuer, Louis. „Business management“. Case Manager 9, Nr. 6 (November 1998): 22–23. http://dx.doi.org/10.1016/s1061-9259(98)80132-x.

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11

Dodds, J. Colin. „Business management“. British Accounting Review 23, Nr. 3 (September 1991): 268–69. http://dx.doi.org/10.1016/0890-8389(91)90093-h.

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12

Munksgaard, Kristin B., und David Ford. „The business actor and business management“. IMP Journal 11, Nr. 2 (12.06.2017): 327–47. http://dx.doi.org/10.1108/imp-06-2015-0022.

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Purpose IMP literature has developed the conceptualisation of a business landscape comprised of varying combinations of more or less interdependent activities, resources and actors, the form of which are defined by the interactive processes in which they are involved. However, the conceptualisation of the interactively defined business actor presents challenges to the understanding of the nature of business and the process of management. The purpose of this paper is to discuss what it is to be a manager in the complex interactive business landscape and the capabilities needed by business managers. Design/methodology/approach Few, if any, IMP studies have systematically addressed the concept of the business actor directly and the authors do not have a well-developed framework for analysing actors from the perspectives of interaction and networks. This paper analyses the evolving semantics of the concepts of the interactive business actor within some of the literature associated with the IMP research tradition, using the software Leximancer. Findings The paper integrates the analysis into a preliminary framework for describing the characteristics of the interactive business actor. The paper concludes by using this framework to suggest some of the capabilities that are required by the interactive business actor. Originality/value The analysis points to the ways that ideas of the business actor and business acting have developed in the literature. The analysis highlights some of the ways in which the development of these concepts is incomplete and points to potentially fruitful ways in which conceptual and empirical research could proceed.

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Shehu, Blerim. „MANAGEMENT IN BUSINESS“. Knowledge International Journal 28, Nr. 1 (10.12.2018): 335–40. http://dx.doi.org/10.35120/kij2801335s.

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This topic describes the concept and role of leadership, discusses what happens when a leader shows more or less leadership than it is, and explores the power of leadership morality. Leaders are fucused in people and how to increase future profit rate for future projects. They often demand from others. Leadership is related to the risks that can be taken and the rewards that may come from them. Focusing on a broader aspect, leaders inspire others, give ideas and raise morals to others. Leadership is merely the exercise of authority to guide the work of others, so the leader is the one who encourages others to follow him to achieve the goals set out beforehand. So they have the interpersonal power as an ability to influence the behavior of other people. Leadership is raising the vision of people in the highest horizon, raising their performance at the highest standard, building their personality beyond normal limits. Leaders are like front captains who not only inspire their soldiers with physical presence, but also command a proper attack from supporting weapons and exhibit a high degree of bravery and are not afraid of attacking the enemy. The leader is transformed into worth of honesty, takes the calculated risk and worries workers and consumers.

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Oesterle, Alexander, und Johannes Müllenberg. „Business Continuity Management“. Controlling 26, Nr. 11 (2014): 624–29. http://dx.doi.org/10.15358/0935-0381_2014_11_624.

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15

Baporikar, Neeta. „Business Process Management“. International Journal of Productivity Management and Assessment Technologies 4, Nr. 2 (Juli 2016): 49–62. http://dx.doi.org/10.4018/ijpmat.2016070104.

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In today's business environment it is impossible for one or one group of people to fully know or understand all the dynamics associated with the operational business processes within an organization. This is why it is essential that companies map, monitor, analyze and collaborate on process knowledge and management improvement. It is here that organizations are looking towards Business Process Management (BPM), which would help to maximize the bottom-line impact of process improvement efforts through effective communication. It supports all elements of business processes - from modeling and documentation, communicating, measurement and analysis, to continuous process management and improvement. BPM is the orchestration of various business systems into identifiable and controllable systems. This paper through in depth literature review and keen observation attempts to look at what BPM means, what it includes and how it would be strategically advantageous if the organizations adopt it.

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Savic, Ljiljana, Vladimir Radovanovic und Ljubinko Savic. „Business success management“. Mining and Metallurgy Engineering Bor, Nr. 2 (2015): 161–80. http://dx.doi.org/10.5937/mmeb1502161s.

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17

Farahmand, Nasser Fegh-hi. „Total Business Management“. Greener Journal of Economics and Accountancy 2, Nr. 1 (20.01.2012): 001–7. http://dx.doi.org/10.15580/gjea.2012.1.gjbms11026.

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18

Gurd, Bruce, und Jill Thomas. „Family business management“. International Journal of Entrepreneurial Behavior & Research 18, Nr. 3 (04.05.2012): 286–304. http://dx.doi.org/10.1108/13552551211227684.

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19

Llewellyn, Nick, und Colin Armistead. „Business process management“. International Journal of Service Industry Management 11, Nr. 3 (August 2000): 225–43. http://dx.doi.org/10.1108/09564230010340751.

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Drexler, John A., und Patricia A. Frishkoff. „Family Business Management“. Journal of Management Education 15, Nr. 2 (Mai 1991): 222–31. http://dx.doi.org/10.1177/105256299101500206.

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21

LEVIN, ROGER. „Dental business management“. Journal of the American Dental Association 134, Nr. 3 (März 2003): 372–73. http://dx.doi.org/10.14219/jada.archive.2003.0170.

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22

Hull, Richard, Jan Mendling und Stefan Tai. „Business process management“. Information Systems 37, Nr. 6 (September 2012): 517. http://dx.doi.org/10.1016/j.is.2011.10.008.

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Baumöl, Ulrike. „Digital Business Management“. Controlling 30, Nr. 5 (2018): 1. http://dx.doi.org/10.15358/0935-0381-2018-5-1.

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vom Brocke, Jan, Lars Mathiassen und Michael Rosemann. „Business Process Management“. WIRTSCHAFTSINFORMATIK 56, Nr. 4 (03.06.2014): 207–8. http://dx.doi.org/10.1007/s11576-014-0420-8.

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Becker, Jörg, Michael Rosemann, Maximilian Röglinger und Michael zur Muehlen. „Business Process Management“. Business & Information Systems Engineering 4, Nr. 5 (29.08.2012): 227–28. http://dx.doi.org/10.1007/s12599-012-0228-2.

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vom Brocke, Jan, Lars Mathiassen und Michael Rosemann. „Business Process Management“. Business & Information Systems Engineering 6, Nr. 4 (03.06.2014): 189. http://dx.doi.org/10.1007/s12599-014-0330-8.

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van der Aalst, Wil M. P., Marcello La Rosa und Flávia Maria Santoro. „Business Process Management“. Business & Information Systems Engineering 58, Nr. 1 (04.01.2016): 1–6. http://dx.doi.org/10.1007/s12599-015-0409-x.

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28

Pernici, Barbara, und Mathias Weske. „Business process management“. Data & Knowledge Engineering 56, Nr. 1 (Januar 2006): 1–3. http://dx.doi.org/10.1016/j.datak.2005.02.003.

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Dustdar, Schahram, José Luiz Fiadeiro und Amit Sheth. „Business process management“. Data & Knowledge Engineering 64, Nr. 1 (Januar 2008): 1–2. http://dx.doi.org/10.1016/j.datak.2007.06.004.

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Quix, Christoph, Mareike Schoop und Manfred Jeusfeld. „Business data management for business-to-business electronic commerce“. ACM SIGMOD Record 31, Nr. 1 (März 2002): 49–54. http://dx.doi.org/10.1145/507338.507348.

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Mintah, Clement, Mohamed Gabir, Felicia Aloo und Elvis Kwame Ofori. „Do business records management affect business growth?“ PLOS ONE 17, Nr. 3 (10.03.2022): e0264135. http://dx.doi.org/10.1371/journal.pone.0264135.

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The implementation of a records management plan is an excellent approach to ensure small and medium-sized enterprises (SMEs) are sustained and continue to expand into huge or multi-national corporations. Maintaining records helps businesses in making better judgments and developing appropriate policies, resulting in enhanced effectiveness and efficiency. This will leverage means for tracking business progress and making appropriate decisions to expand the productive component of the economy. SMEs Business growth will help generate tax revenue for the government while also encouraging poverty reduction through tax transfers. We conducted a thorough investigation to determine the impact of each variable on business growth. For statistical analysis, a partial least squares structural equation modeling (PLS-SEM) methodology was applied. The results suggest that business records management and training have a positive indirect effect on business growth. However, the indirect effect of business records management policies insignificantly influences SMEs’ adoption of adequate record-keeping procedures, which harms business growth in Ghana. On the other hand, the total effect of the variables such as business records management training, business records management policies, and business records management positively impact business growth. Findings make a significant contribution to existing knowledge in the areas of record-keeping, management, and business growth. Business records management is an issue that requires more policy attention. This will business owners and managers strategically plan for new business directions based on data acquired. Proper record-keeping is necessary to satisfy end-users such as company directors, shareholders, external auditors, investors, creditors, and other interested parties. SMEs place a high value on business records management because of the impact it has on their long-term viability. The research outcomes provide a means for, and data on, business appraisal and management strategies.

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Pritchard, Jean‐Philip, und Colin Armistead. „Business process management – lessons from European business“. Business Process Management Journal 5, Nr. 1 (März 1999): 10–35. http://dx.doi.org/10.1108/14637159910249144.

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Smith, N. „Back to basics in business [business management]“. Engineering & Technology 4, Nr. 15 (12.09.2009): 76–77. http://dx.doi.org/10.1049/et.2009.1517.

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Choi, Byounggu, Kunsoo Han und Zhuo (June) Cheng. „Knowledge Management, Business Intelligence, and Business Analytics“. Asia Pacific Journal of Information Systems 25, Nr. 3 (30.09.2015): 540–47. http://dx.doi.org/10.14329/apjis.2015.25.3.540.

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Khamraev, Oybek Otabekovich, und Nadira Viktorovna Yuldasheva. „MODERN BUSINESS MANAGEMENT: NEW APPROACHES AND MODELS FOR ORGANIZING BUSINESS MANAGEMENT.“ Theoretical & Applied Science 109, Nr. 05 (30.05.2022): 705–9. http://dx.doi.org/10.15863/tas.2022.05.109.63.

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Stoichev, Kiril Petrov. „The Role of Business Continuity Management in the Business Management System“. Science Journal of Business and Management 2, Nr. 3 (2014): 97. http://dx.doi.org/10.11648/j.sjbm.20140203.12.

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Phan, Dien D. „E-Business Management Strategies: A Business-To-Business Case Study“. Information Systems Management 18, Nr. 4 (September 2001): 61–69. http://dx.doi.org/10.1201/1078/43198.18.4.20010901/31466.7.

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Iryna, HANECHKO, und TRUBEI Oksana. „BUSINESS ECONOMICS: MANAGEMENT CONCEPT“. Herald of Kyiv National University of Trade and Economics 126, Nr. 4 (05.09.2019): 57–64. http://dx.doi.org/10.31617/visnik.knute.2019(126)05.

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Appenzeller, Dorota. „Microeconometrics in Business Management“. Economics and Business Review 2 (16), Nr. 3 (30.09.2016): 138–40. http://dx.doi.org/10.18559/ebr.2016.3.9.

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Han, Mae-Lin. „BUSINESS-CENTRIC CHANGE MANAGEMENT“. Water e-Journal 1, Nr. 4 (2016): 1–7. http://dx.doi.org/10.21139/wej.2016.037.

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Abella, Andrew V. „A Business Management Symposium“. Chesterton Review 24, Nr. 1 (1998): 256–57. http://dx.doi.org/10.5840/chesterton1998241/256.

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42

Boian, Nicolae. „Management of Business’ Development“. RECENT - REzultatele CErcetărilor Noastre Tehnice 20, Nr. 2 (21.12.2019): 48–55. http://dx.doi.org/10.31926/recent.2019.58.048.

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43

Arippudin, Aris. „LAUNDRY SERVICE BUSINESS MANAGEMENT“. Neo Journal of economy and social humanities 1, Nr. 1 (06.03.2022): 9–16. http://dx.doi.org/10.56403/nejesh.v1i1.3.

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The purpose of this study is to find out how to manage the laundry service business, to find out what obstacles occur when managing the laundry service business, to find out the solutions used to overcome the obstacles that occur when managing the laundry service business. The research methodology used is descriptive qualitative which aims to describe the conditions and analyze the production administration process in metal metal companies. This research requires data related to the author's study which is sourced from literature studies, field studies, documentation techniques. The results of the research regarding the management carried out by entrepreneurs for their own business are quite good, both from the management in the marketing aspect, including service selection, business location determination, pricing and promotion. The financial aspect, which consists of initial capital and operational costs, is also good, as can be seen from the return on investment BEP that is obtained, but the management of human resources is still not good. Based on the observations made by the author that there are still some obstacles that can hinder business management and operational activities, such as the difficulty of maintaining HR loyalty, lack of HR in operational activities, promotion techniques that are still simple such as banners. So to overcome these obstacles the solution is to provide good welfare for its employees, as well as add employees to speed up operational activities, carry out other promotions such as using brochures and online media, and methods of picking up the ball.

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Kafiyatullina, Yu N., und E. E. Panfilova. „Business ecosystem sustainability management“. UPRAVLENIE / MANAGEMENT (Russia) 10, Nr. 2 (28.06.2022): 33–42. http://dx.doi.org/10.26425/2309-3633-2022-10-2-33-42.

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The article is devoted to the issues of the sustainable development of such a representative of the ecosystem as a special economic zone. The subject of the study is the organizational interactions that arise between resident companies, clusters within the technopolis and the management company. The conducted research is aimed at determining the criteria for the expediency of selecting participants in the ecosystem, identifying indicators for assessing the effectiveness of their joint functioning. The objectives of the study were to identify key trends in the formation of business ecosystems; to formulate the principles of managing the sustainability of the ecosystem, to determine the levels of sustainability and indicators for measuring it. The methodology of scientific research is based on the assessment of the digital maturity of business processes, the theory of interaction between organizations and the platform approach. Statistical processing methods of reports on management companies, grouping and rating the attractiveness of technoparks for investors were used during the study. The article formulates the principles of sustainability of the business ecosystem, defines the levels and indicators for their assessment. The results of the study are addressed to employees of management companies of special economic zones, heads of executive authorities responsible for the development of industrial policy. The development of research in the field of sustainable development of business ecosystems is related to the consideration of information security issues for agents of the digital economy.

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Cawkell, A. E. „Information management in business“. Information Services & Use 11, Nr. 1-2 (01.01.1991): 1–2. http://dx.doi.org/10.3233/isu-1991-111-201.

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Surkova, E. V., und Yu A. Mazhaiskii. „Management of Business Processes“. Russian Engineering Research 42, Nr. 3 (März 2022): 292–94. http://dx.doi.org/10.3103/s1068798x22030248.

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Terletska, V. „VENTURE BUSINESS EFFICIENCY MANAGEMENT“. Journal of Lviv Polytechnic National University. Series of Economics and Management Issues 5, Nr. 1 (01.06.2021): 187–94. http://dx.doi.org/10.23939/semi2021.01.187.

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Purpose. Since the venture business is a catalyst for structural adjustment and technological renewal of the country’s economic complex, small firms with the support of venture capital effectively create and sell innovations that become the basis of new economy sectors. Effective organization of venture activity requires analysis of the main trends in developing organizational forms of venture business and the creation of venture funds. This article aims to form a coherent system of indicators for evaluating the effectiveness of venture projects to manage the energy of venture business and the characteristics of these indicators. Scientists and their features present the analysis of available indicators or systems of indicators for evaluating the effectiveness of venture business. Design/methodology/approach. This study used both general scientific methods, empirical and theoretical, in particular, the process of analysis (in the study of indicators for evaluating the effectiveness of venture business), synthesis (in the formation of a coherent system of indicatorsfor assessing the effectiveness of venture business), generalization and explanation, classification, and also system (for coordination of the system of hands). Also, unique research methods were used, in particular, formal-logical and comparative forms ofscientific knowledge. Findings. The article’s indicators of evaluating the effectiveness of venture investments in innovative projects have been investigated and analyzed. A critical analysis of methodological approaches to assessing the effectiveness of venture capital has been done. It is proposed to evaluate the effectiveness of venture projects on such indicators as internal rate of return, modified internal rate of return, net present value, payback period, discounted payback period, the profitability of sales, average rate of return, discounted profitability index, and contribution index-adequate assessment of the balance of indicators for assessing the effectiveness of venture investments. Practical implications. The article proposes to evaluate the effectiveness of venture projects on such indicators as internal rate of return, modified internal rate of return, net present value, payback period, discounted payback period, the profitability of sales, average rate of return, discounted profit index and profit income which will contribute to obtaining a comprehensive and adequate assessment of the balance of indicators for assessing the effectiveness of venture investments. The formation of a coherent system of indicators for evaluating the effectiveness of venture projects will manage venture business efficiency. The intensification of venture activity in Ukraine requires developing an integrated approach, covering institutional development, legislation, and macroeconomic regulation. The story of venture business will contribute to achieving the most critical state goals: the improvement of the innovation sphere and increasing the competitiveness of the domestic economy by entering world markets. The practical application of methods for assessing investment effectiveness is carried out using indicators NPV, IRR, PP, and others. The formation of a portfolio of innovative projects based on linear programming’s classical problem can not be applied in full. That is why today, it is essential to solving issues related to the development and improvement of methods and models of venture risk analysis, assessing the attractiveness of innovative projects, and forming a creative portfolio by a venture company. The participation of venture investors in the capital ofstartups is attractive for several reasons: the presence of venture funds in shareholders tells partners and potential employees that the audit of the company means that the business is transparent and the funds risked their money in terms of growth prospects; venture capitalists help in management. After all, they have experience supporting and developing similar startups; you can use the fund’s companies’ expertise, for example, in organizing sales or preparing for an IPO. Finally, investor connections open up partnerships with other companies, attracting experienced professionals, such as marketing, commercial, financial, executive director. But experts go only to projects with a clear business structure, and venture funds guarantee its presence. Because venture investors, as mentioned above, have a foundational approach to the companies they finance and are initially focused on leaving the company by selling their stake to a strategic investor, company management, or the stock market, the key to success for them, in our view, is a growth company value.

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Ilyin, I. I., und A. I. Levina. „Business architecture maturity management“. St. Petersburg State Polytechnical University Journal. Economics 216, Nr. 2 (April 2015): 109–17. http://dx.doi.org/10.5862/je.216.13.

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Maslennikov, V. „Management Is Everyone's Business“. Soviet Law and Government 25, Nr. 1 (Juli 1986): 92–103. http://dx.doi.org/10.2753/rup1061-1940250192.

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Mihajlović, Milan, Vlada Živanović und Nedeljko Karakaš. „E-BUSINESS RISK MANAGEMENT“. FBIM Transactions 3, Nr. 2 (15.07.2015): 67–74. http://dx.doi.org/10.12709/fbim.03.03.02.08.

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