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Zeitschriftenartikel zum Thema "Business hierarchy":
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Prasetya, Prita, Teuku Fajar Akbar und Stanley A. Makalew. „Hierarchy Structural Model of B2b Marketing Strategic In Manufacturer-Retailer Relationship Using Analytical Hierarchy Process (AHP)“. 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, Nr. 1 (08.10.2021): 30. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(30).
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The business environment is undergoing dynamic changes such as the increased competition and the development of new technologies. Companies have been increasingly interested in improving their business performance. In the literature on B2B markets there is a high-level agreement that principal's performance can be improved towards holding fewer and closer relationships. Increasing long term relationships represents a starting point for competitive advantage. Research and practice on marketing channel management have proven the importance of managing relationships between people or organizations which is carry out the distribution function (Stern, Louis W and Weitz, 1997). A value has always been the fundamental basis for all marketing activities (Palmatier, 2008). In fact, it is essential to know how to create and deliver value in the relationship, from both point of view, the manufacturer and retailer (Ulaga and Eggert, 2005). The main objective of this research is to obtain a clearer picture of the problems of the situation in the relationship between principal and retailer and plan a collaborative relationship strategy. Analytical Hierarchy Process (AHP) approach used to determine priorities from various alternatives strategies. The most important thing is to determine the priority order of strategies and formulate policies concerning business competition. This study's managerial implication implied that workers and business actors, and policymakers in the trade sector in the paint and building materials industry could get a rich picture of creating an ideal competitive situation between small and medium business owners and retail network businesses. Keywords: Analytical Hierarchy Process, B2B Relationship, Collaboration, Retailer, Strategy
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Lee, Sang Suk, und Jerome S. Osteryoung. „Start-Up Business Evaluation Model Using the Analytic Hierarchy Process“. International Journal of Entrepreneurship and Innovation 3, Nr. 3 (August 2002): 211–19. http://dx.doi.org/10.5367/000000002101299213.
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This study develops a start-up business evaluation model for small and medium-sized firms using the Analytic Hierarchy Process (AHP). The intention is to provide a feasibility test for start-up businesses by calculating the relative weights of the various success factors in new entrepreneurial firms, and thus to develop a methodology for measuring the Start-up Business Index (SBI). The paper focuses on determinants in the start-up process of successful businesses in the USA and Korea that are considered by the entrepreneurs as having been necessary factors in their success.
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DuPuy, Ellis, Kathryn Brewer und Norman E. Bowie. „Meaningful Work in the Modern Business Hierarchy“. Proceedings of the International Association for Business and Society 5 (1994): 831–41. http://dx.doi.org/10.5840/iabsproc1994571.
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Ackermann, Martin Daniel, John Andrew van der Poll und Huibrecht Margaretha van der Poll. „Re-evaluating the Definition of Intelligence in Business Intelligence“. GATR Journal of Management and Marketing Review 1, Nr. 1 (27.12.2016): 33–44. http://dx.doi.org/10.35609/jmmr.2016.1.1(5).
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Objective - Business Intelligence has little bearing with graphs and dashboards of traditionally defined Business Intelligence. Rather it is all about experience and sound judgement of the person at the helm of the decision-making process. In line with this view, we evaluate and subsequently, reposition the current definition of Business Intelligence in the literature. Methodology/Technique - The initial development of the data, information, knowledge and wisdom (DIKW) hierarchy excluded intelligence and so it never questioned the accepted definition of Business Intelligence. The extended DIKIW hierarchy includes intelligence but we raise the question about the definition of intelligence in Business Intelligence. This paper positions the existing definition of Business Intelligence as Business Information instead, and so, it redefines traditional Business Intelligence. Findings – Applying the DIKIW hierarchy, the new definition of Business Intelligence is shown in equation as the transformation of "Business Data to Business Information to Business Knowledge to Business Intelligence to Business Wisdom". Novelty - The impact of the new definition of Business Intelligence is that it changes its meaning from one that belongs to information science into one that is a human behavioural science and profiling concept. It does not do away with the existing work in literature but it redefines Business Intelligence as belonging to the realm of Business Information. Type of Paper - Review Keywords: Business Intelligence; DIKW hierarchy; DIKIW hierarchy; Knowledge Management; Wisdom. JEL Classification: L25, M10
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Drieniková, Katarína, Gabriela Hrdinová, Tomáš Naňo und Peter Sakál. „Possibilities of Utilizing the Method of Analytical Hierarchy Process Within the Strategy of Corporate Social Business“. Research Papers Faculty of Materials Science and Technology Slovak University of Technology 18, Nr. 29 (01.01.2010): 63–70. http://dx.doi.org/10.2478/v10186-010-0027-x.
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Possibilities of Utilizing the Method of Analytical Hierarchy Process Within the Strategy of Corporate Social Business The paper deals with the analysis of the theory of corporate social responsibility, risk management and the exact method of analytic hierarchic process that is used in the decision-making processes. The Chapters 2 and 3 focus on presentation of the experience with the application of the method in formulating the stakeholders' strategic goals within the Corporate Social Responsibility (CSR) and simultaneously its utilization in minimizing the environmental risks. The major benefit of this paper is the application of Analytical Hierarchy Process (AHP).
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Oliner, Stephen D., und Glenn D. Rudebusch. „Sources of the Financing Hierarchy for Business Investment“. Review of Economics and Statistics 74, Nr. 4 (November 1992): 643. http://dx.doi.org/10.2307/2109378.
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Janakova M, Suchanek P., Padysak P. und J. Botlik. „The KPI Hierarchy for CRM and Marketing“. GIS Business 15, Nr. 1 (24.01.2020): 263–77. http://dx.doi.org/10.26643/gis.v15i1.18378.
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The purpose of this paper is to specify the recommended KPI hierarchy for marketing in CRMs in case small business. There are proven KPIs (hard) based on financial resources such as total revenues, summary expenses, revenues by customers, expenses by campaign, or revenue generated by campaign. These KPIs have a clear impact on business development. It is not such important for small business because their owners know the true status of the business account. They have to grow. From this point of view, other soft KPIs help better. They are not focused on finance, but rely on measuring active work with customers and the usefulness of marketing campaigns. The recommended KPI hierarchy helps to select the optimal soft KPIs for CRM marketing through multiple levels.
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Gorbanev, Iouri, Ariel Cortes und Sandra Agudelo-Londoño. „Redesign of the Attention Process of Patients with Rheumatologic Diseases: Assessing the Performance with Analytic Hierarchy Process“. Advances in Operations Research 2017 (2017): 1–6. http://dx.doi.org/10.1155/2017/6367037.
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Objective. To compare the Business process management and the analytic hierarchy process as the tools of process performance assessment. Instruments and Methods. Case study of the attention process of rheumatology patients. Business process management and analytic hierarchy process were applied to assess the redesign of the attention process. The two methods were compared. The data were obtained through personal observations, an interview with a Colombian health insurer’s senior executive, and retrospective documentary analysis. Results. Both methods assessed the process redesign as an improvement. While Business process management made a qualitative evaluation, the analytic hierarchy process allowed for a quantitative approach. Conclusions. Business process management is helpful in process performance assessment because it offers a conceptual foundation. Analytic hierarchy process is a complement which makes the intuitions based on business process management rigorous.
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Xu, Tao. „E-Commerce Risk Analysis with Fuzzy Analytic Hierarchy Process“. Applied Mechanics and Materials 571-572 (Juni 2014): 1129–32. http://dx.doi.org/10.4028/www.scientific.net/amm.571-572.1129.
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Fuzzy Analytic Hierarchy Process (FAHP) has been applied widely in risk measurement. In this paper, we have applied FAHP to the risk measurement of an e-commerce business. The results indicate that FAHP can reveal more details of risks. It is also helpful for the e-commerce businesses to improve their risk management process.
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Hadad, Shahrazad. „Analytic hierarchy process analysis for choosing a corporate social entrepreneurship strategy“. Management & Marketing 10, Nr. 3 (01.10.2015): 185–207. http://dx.doi.org/10.1515/mmcks-2015-0014.
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Abstract After conducting an extensive analysis of both the specialised literature and practice and identifying three types of corporate social entrepreneurship in my PhD thesis titled “Corporate social entrepreneurship - the new paradigm of reshaping and rethinking business”, I decided to determine which of the three approaches is mostly suited for the Romanian market. The three types of corporate social entrepreneurship: corporate social entrepreneurship as local development tool, corporate social entrepreneurship as market development tool, and corporate social entrepreneurship as transformational innovation tool were organised as the alternatives of a carefully constructed hierarchy having as criteria: return on investment (which does not necessarily refer to the money that the company invests in the strategy; the term is derived from sustainability and scalability), degree of novelty, pre-entry knowledge and interest in solving the communities’ social problems. The questionnaire constructed based on the hierarchy using analytic hierarchy processes was distributed to experts (business developers) coming from the following industries or sectors: beverages, IT, banking, furniture, and automotive. The research reveals which is the approach most likely to be employed by Romanian business developers. The results may be inferred to the sum of businesses represented by the expert business developers who were part of the research.
Wilby, Jennifer Margaret. „Hierarchy theory and epidemiology : a narrative critique“. Thesis, University of Hull, 2007. http://hydra.hull.ac.uk/resources/hull:13819.
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Integrating approaches from systems thinking with the methods and tools from the discipline of epidemiology, at the level of the management of international health policy and emerging (and reemerging) infectious disease (EID), the subject of this thesis, is a novel approach. The aim of integrating these approaches in this thesis was to provide additional insights into the management of EID, alongside the aims of enriching the practice of both systems and epidemiology. This thesis proposed that applying a systemic approach using systems thinking (and specifically the systems approach that addresses problematical situations from a hierarchical perspective) in combination with existing epidemiological knowledge, could provide an enriched description for the modelling, planning, intervention, and response in an analysis of international guidance in public health policy-making. This research was undertaken using a multi-disciplinary multi-paradigm approach of combining the systematic review process with critical systems thinking to explore a functionalist and interpretive approach to hierarchical systems thinking. There are several outcomes from this research: 1) The compilation of a comprehensive narrative of published work on hierarchy theory and those areas of epidemiology relevant to this study; 2) a process for critical systematic review; 3) a narrative review and critical systems thinking analysis of functionalist and interpretive hierarchical approaches in complex systems; and 4) a critical reflection on the usefulness of combining these hierarchical systems approaches with methods and data from other disciplines; in this case, epidemiology and the study of EID. This research has shown that there are contributing risk factors in the emergence of infectious disease not addressed in current policy making procedures for EID. The implications of this are important in reviewing current EID policies. Further work in this area is suggested to investigate whether the functionalist and interpretive hierarchical analysis is feasible in other complex systems, and in further investigating the philosophy, principles and practice of this multi-disciplinary approach.
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Parker, Harry. „Veterans First Contracting Program Preference Hierarchy: Effect on Veteran-Owned Small Business“. ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2750.
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U.S. Department of Veterans Affairs (DVA) leaders created a Veterans First Contracting Program (VFCP) under Public Law 109-461 to provide procurement opportunities for veteran-owned small businesses (VOSBs) and service-disabled veteran-owned small businesses (SDVOSBs). However, DVA leaders established a preference hierarchy that increased opportunities for SDVOSBs and decreased opportunities for VOSBs. Research was lacking regarding the effects of the preference policy on VOSBs as a distinct small business category. The purpose of this phenomenological study was to explore and understand the experiences of 20 VOSB owners actively enrolled in the VFCP from Maryland, Virginia, and District of Columbia. Through the lens of distributive justice theory, this study examined the perceptions of VOSB owners about seeking access to VFCP procurement opportunities. These perceptions were examined within a framework of fairness. Qualitative data was collected through semistructured interviews resulting in coding and thematic analysis according to Moustakas modified van Kaam method. Findings uncovered 3 major themes: (a) VOSBs perceived a benefit to VFCP enrollment, (b) preference afforded SDVOSBs affects VOSBs motivation and VFCP competition structure (c) VOSBs perceived an unfair opportunity distribution between SDVOSBs and VOSBs. The study informs government leaders of the need to improve VOSB standing as a small business group. Implications for positive social change may be realized with a policy adjustment designed to strengthen VOSB access to federal procurement opportunities because increased competition has the potential to promote DVA cost savings.
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Fallatah, Rodwan Hashim Mohammed. „The applicability of Maslow's Hierarchy of Needs model to Saudi organisations“. Thesis, University of Kent, 2015. https://kar.kent.ac.uk/53835/.
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One of the most influential and often quoted content theories of human motivation is Abraham Maslow’s Hierarchy of Needs. Maslow’s theory is based on an assumption that all humans are motivated by a hierarchy of needs that are fundamental and universal. While many studies have attested to the wide relevance and applicability of this model, some other legitimate studies have argued that the theory is limited in terms of its universal applicability because of its Anglo-Saxon monoculture orientation. In view of these differing points of view, this thesis investigates and tests the extent to which Maslow’s Hierarchy of Needs model is applicable or relevant to a Saudi organisational context. The empirical study was undertaken at two Saudia Arabian universities. One of the universities has a devout religious orientation while the other is, relatively, moderately religious in its outlook. The research utilised Porter’s Needs Satisfaction Questionnaire to collect the data. The data then underwent a quantitative (e.g. Q-Sort) analysis and a qualitative (thematic) analysis, yielding a number of findings related to the research questions and objectives. The findings suggest that Maslow’s theory of motivation is not universally applicable. The research generates a hierarchy of needs that is not the same as that proposed by Maslow’s theory. Furthermore, the findings reveal differences in the order of these needs across gender and religion. Therefore, this research has generated a new, refined order of motivational drivers in the Saudi organisational context, which reflects contextual influences of gender and religion.
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Kristof, Gary Michael. „Planning Business Improvement using Analytic Hierarchy Process (AHP) and Design Structure Matrix (DSM)“. Thesis, Montana State University, 2005. http://etd.lib.montana.edu/etd/2005/kristof/KristofG1205.pdf.
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Many management system engineering ideas and theories have evolved to help businesses grow and achieve their goals. Applying these ideas and theories to a business system is a strategic planning issue and results in a bewildering array of strategic alternatives for business system improvement. Choosing the appropriate alternatives is a complex and difficult decision. The most appropriate strategic alternative must be executable. To be executable the strategic alternative must not only be technically feasible, but must also overcome social and cultural obstructions. This research presents a planning approach to select the most appropriate strategic alternative and to plan its implementation. The planning approach is built on a planning framework synthesized from previous research. This framework involves the following planning functions: 1. Determine business strategic alternatives 2. Acquire business knowledge 3. Shape business for strategic advantage 4. Implement plan - operational engagement The planning approach uses Analytic Hierarchy Process (AHP), Project Management Tools (PMT) and Design Structure Matrix (DSM) to implement these functions and plan business improvements. This research demonstrates that rational hierarchies appropriate for strategic alternatives analysis using AHP can be constructed. Business scenarios are used to show that AHP method prioritizes alternative strategies differently under different business circumstances. In addition, the data generated by the AHP can be aggregated into statements of work and input into DSM to generate a project plan to implement organizational design changes and achieve strategic intent.
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Barimany, Mina Elena. „The Hierarchy of Preferences in Jungian Psychological Type| Comparing Theory to Evidence“. Thesis, The George Washington University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10264427.
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Jungian Psychological Type is the foundation of many modern theories of personality. Many aspects of the theory have yet to be explored with empirical research, one area in particular being the theory behind the hierarchy of preferences, which is important because the Types are classified by the order of their preferred functions. A latent class analysis technique was applied to the eight ranked function-attitude scores of 5,247 participants who took the Majors Personality Type IndicatorTM (PTI) and Majors Personality Type Elements™ (PTE) assessments. The superior, auxiliary, and tertiary preferences of the latent classes were examined so that the nature of the relationships amongst the three preferences could be observed. Results show that the superior/auxiliary preferences were consistently opposite in process (one rational and one irrational)—but not consistently in attitude. Not only did the superior/auxiliary/tertiary preferences exhibit complementary relationships to one another, the tertiary function was never antagonistic to the auxiliary or superior preference. Remarkably, the superior and inferior functions were antagonistic to one another in 46 out of the 47 classes that resulted from the analysis. Thus, the outcomes support Jung’s theory but also present evidence against other popular Type theories. The resulting profiles support the hypothesis that there may be more than 8 or 16 Types, which holds implications for the practical application of the Type theory as well as the classification and assessment of Psychological Type. A model for a systemic conceptualization of the hierarchy is presented and suggestions for future research are proposed.
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Frielingsdorf, Klaus. „Contractor evaluation and selection for projects using the analytic hierarchy process“. Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52747.
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Thesis (MBA)--Stellenbosch University, 2002. ENGLISH ABSTRACT: Changes in the global salt market have presented Walvis Bay Salt Refiners with an opportunity to increase its current sales by approximately 40%. Following several pre-feasibility studies, the expansion project plan was created. The construction of new ponds, canals and sluices were to be performed by a subcontractor as selected through a tender process. The scope of the work comprised approximately 70% of the total project cost and it also represented the most critical part of the expansion project. Thomas Saaty’s Analytic Hierarchy Process, was used as a group decision support system for the selection of the most suitable subcontractor. The weighted average mean method was used to aggregate individual scores. A sensitivity analysis was performed following the final outcome to gain a deeper understanding of the problem, obtain a measure of margin between subcontractor scores and to check for the correctness of numbers. AFRIKAANSE OPSOMMING: Veranderinge in die wêreld soutmark het vir Walvis Bay Salt Refiners 'n geleentheid gebied om sy verkope met ʼn beraamde 40% te verhoog. Na verskeie voorondersoeke is 'n volledige projekplan opgestel. Die vervaardiging van damwalle, kanale en sluise sou deur 'n kontrakteur gedoen word wat deur ʼn tenderprosedure gekeur sou word. Die omvang van hierdie gedeelte van die uitbreidingsprojek verteenwoordig ongeveer 70% van die totale projekkostes en is terselfdelyk die mees sensitiewe gedeelte van die projek. Thomas Saaty se Analytic Hierarchy Process is gebruik as die groepbesluitnemingsondersteuningstelsel om die mees geskikte kontrakteur te kies. Die geweegde gemiddelde is gebruik om die individuele oordele saam te voeg. Sensitiwiteits analise is uitgevoer nadat die finale uitslag bepaal is om sodoende beter insig in die probleem te ontwikkel, om ʼn beter onderskeiding tussen die kontrakteur puntetellings te kry en om die juistheid van die syfers na te gaan.
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Andersson, Viktor, und Alexandra Mets. „Cross-Cultural Business Negotiations : The Impact of Business Cultures from a Swedish Perspective“. Thesis, Karlstads universitet, Handelshögskolan (from 2013), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-77717.
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With our increasingly competitive globalized economy, we are experiencing an emerging trend of firms competing on new international business markets (Bell et al. 2001; Huang 2010). In order to successfully negotiate in an international context, cultural sensitivity needs to be taken into consideration (Manrai & Manrai 2010). This study aims to examine how and to what extent professionalnegotiators’ international negotiation process is influenced by different businesscultures. The study was made by in-depth interviews of five Swedish based professional negotiators and their experiences from negotiating in France, Brazil and Singapore. The mentioned negotiation process was based on Ghuari’s(2003) international business negotiation model which consists of a pre- negotiation stage, a face-to-face negotiation stage and a post-negotiation stage. These stages have been analyzed and interconnected with several cultural variables such as cultural intelligence, adaptation, communication, hierarchy and the Hofstede (2011) parameter of collectivistic versus individualistic cultures to substantiate our two research questions: 1) How does culture intervene in the different stages of the negotiation process? And 2) How are the negotiators adjusting their negotiation strategy to better accommodate the specific culture? The empirical findings showed that there are several differences in both theFrench, Brazilian and Singaporean business culture as well as the negotiators’experiences of their need of adapting to the culture they are negotiating with. The data highlighted the importance of cultural understanding and obtaining the knowledge in a pre-negotiation stage in order to prevent unnecessary misunderstandings which could obstruct the negotiation. The major differenceswhich required the negotiators’ understanding and adaptation was the crucialfactor of building a relationship with the Singaporean delegation, the French’stough negotiation approach and the hierarchical setting in Brazil. The conclusions demonstrated the benefits of cultural adaption as well as the potential pitfall of over-adapting and the imperative preparatory work needed in the pre-negotiation stage of the negotiation.
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Vanhatalo, Jussi. „Process structure trees decomposing a business process model into a hierarchy of single entry single exit fragments“. Berlin dissertation.de, 2009. http://d-nb.info/1000407012/04.
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Tchape, Philippe, und Colin Wilcox. „Social Media and the impact of business hierarchy on knowledge sharing within an organization: Case of SoftX“. Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-51875.
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In a rapidly growing global economy businesses must effectively manage their assets to remain competitive and promote company growth. Many companies are only now beginning to realize that employee knowledge is a valuable asset to their business and also needs to be managed. Organizations are exploring different ways to improve the sharing of knowledge within a business and how to keep employee’s with key knowledge within the business. This study investigates social media and the impact of business hierarchy on knowledge sharing within an organization. The use of social media, in our particular case, wikis, within an organization is investigated as part of the broader term Enterprise 2.0. This study is based on the theoretical understanding of wikis as tools that enable internalization, externalization and objectification of knowledge. This study investigates what may be the contributing factors that affect an employee’s use of a centralized wiki for knowledge sharing. This study focuses on the employees of a British software development and training company, SoftX, and used a mixed method research strategy based on the use of online surveys and face-to-face interviews. We used an online tool, SurveyMonkey, to register and correlate responses to our survey. In total, 99 responses were received and semi-structured, face-to-face interviews were conducted with five employees. Correlations were used in establishing foundation for the analysis of the variables. Finally, the causality between the assumed factors affecting the use of the SoftX wiki is tested using multiple linear regression analysis. Several important factors presented themselves as a result of our study at SoftX which could explain the apparent lack of use of their wiki as a means of knowledge sharing within the business. The analysis demonstrates that the use of the SoftX's wiki by employees was influenced by organizational, personal and technological factors.
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Korpi, Martin. „Migration, wage inequality, and the urban hierarchy : empirical studies in international and domestic population movements, wage dispersion and income: Sweden, 1993-2003“. Doctoral thesis, Handelshögskolan i Stockholm, Samhällsekonomi (S), 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hhs:diva-1482.
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Colling, Trevor. From hierarchy to contract?: Subcontracting and employment in the service industry. Coventry: Industrial Relations Research Unit, University of Warwick, 1995.
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Colling, Trevor. From hierarchy to contract?: Subcontracting and employment in the service economy. Coventry: Industrial Relations Research Unit, School of Industrial and Business Studies, University of Warwick, 1995.
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Cantwell, John. Technological globalisation and innovative centres: The role of corporate technological leadership and locational hierarchy. Reading, England: University of Reading, Dept. of Economics, 1997.
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Saaty, Thomas L. Prediction, projection, and forecasting: Applications of the analytic hierarchy process in economics, finance, politics, games, and sports. Boston: Kluwer Academic Publishers, 1991.
Bun, Kwan Man. „Cartel as a Business Network“. In Beyond Market and Hierarchy, 77–93. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137331946_6.
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Vargas, Luis G., und J. Bernat Roura-Agusti. „Business Strategy Formulation for a Financial Institution in a Developing Country“. In The Analytic Hierarchy Process, 251–65. Berlin, Heidelberg: Springer Berlin Heidelberg, 1989. http://dx.doi.org/10.1007/978-3-642-50244-6_17.
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Davis, Rob. „Model Hierarchy and Model Generation“. In Business Process Modelling with ARIS: A Practical Guide, 263–84. London: Springer London, 2001. http://dx.doi.org/10.1007/978-1-4471-0321-9_12.
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Tian, Nan, Yue Xu, Yuefeng Li, Ahmad Abdel-Hafez und Audun Josang. „Generating Product Feature Hierarchy from Product Reviews“. In Lecture Notes in Business Information Processing, 264–78. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-27030-2_17.
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Brown III, Robert D. „Use a Decision Hierarchy to Categorize Decision Types“. In Business Case Analysis with R, 113–19. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-3495-2_6.
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Schroth, Christoph. „Loosening the Hierarchy of Cross-Company Electronic Collaboration“. In Lecture Notes in Business Information Processing, 567–78. Berlin, Heidelberg: Springer Berlin Heidelberg, 2008. http://dx.doi.org/10.1007/978-3-540-78942-0_54.
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Ssebuggwawo, Denis, Stijn Hoppenbrouwers und Erik Proper. „Evaluating Modeling Sessions Using the Analytic Hierarchy Process“. In Lecture Notes in Business Information Processing, 69–83. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-05352-8_7.
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Kriksciuniene, Dalia, Virgilijus Sakalauskas und Roman Lewandowski. „Process Mining of Periodic Rating Scale Survey Data Using Analytic Hierarchy Process“. In Business Information Systems Workshops, 86–95. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-04849-5_8.
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Jones, Arthur C. „A Segmented Abstraction Hierarchy Model for Business Process Modeling“. In Advances in Human Factors, Business Management, Training and Education, 127–33. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-42070-7_13.
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Răduțu, Andrei. „The Optimal Definition of an Institution Using Analytic Hierarchy Process“. In Business Revolution in a Digital Era, 345–61. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-59972-0_24.
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Konferenzberichte zum Thema "Business hierarchy":
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Tocalinho, Ana Beatriz, Antonio Netto und Valerio Salomon. „MULTI-CRITERIA VALUE ASSESSMENT FOR BUSINESS-TO-BUSINESS“. In The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 2020. http://dx.doi.org/10.13033/isahp.y2020.045.
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Lu, Ming-Tsang, Gwo-Hshiung Tzeng, Shu-Kung Hu und Yung-Chang Lin. „Evaluating Business-to-Business M-Commerce in SMEs By Using MCDM Approach“. In The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 2013. http://dx.doi.org/10.13033/isahp.y2013.041.
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Ozaydin, Ozay, und Fusun Ulengin. „Creating Value with Business Analytics Education“. In International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 2014. http://dx.doi.org/10.13033/isahp.y2014.065.
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