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Journal articles on the topic 'Business Division'

Author: Grafiati

Published: 26 July 2024

Last updated: 27 July 2024

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1

Wimpertiwi, Dotty, Agung Hari Sasongko, and Antonius Kurniawan. "Konsep Business Process ReenginEering untuk Memperbaiki Kinerja Bisnis Menjadi Lebih Baik: Studi Kasus Perusahaan Susu Kedelai “XYZ”." Binus Business Review 5, no. 2 (November 28, 2014): 658. http://dx.doi.org/10.21512/bbr.v5i2.1189.

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Business Process Reengineering is a phase of redesigning business process to improve performance. Business Process Reengineering can be applied to improve micro or medium businesses. One example from them comes from a soymilk company. XYZ Soymilk Company is one of the examples of Small and Medium enterprises with home-industry system. Its organizational structure consists of the director and some divisions. Those divisions, which are run by employees, are: production division, procurement division, finance division, and marketing division. The produced soymilk is packed in plastic bags with Susu Kedelai “XYZ” label on it. This product later is marketed in the canteens of universities, some stores around neighborhoods, and supermarkets. The main market target of this product is university students and people around the location. The promotion is done by attaching promotion flyers on some strategic places. The problem that occurs is a shortage in operational management, the number of command and control in the operating system, as well as recording done still manually. The purpose of using Business Process Reengineering concept processing system is to be more computerized for a better, faster, more accurate, effective and efficient, and improvement in operation management system as an attempt to survive among other competitors. The results of the business process reengineering are some business process ideas.

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2

Smith, Malcolm G., Francoise Genova, Johannes Anderson, Steven R. Federman, Alan C. Gilmore, Il-Seong Nha, Raymond P. Norris, et al. "DIVISION XII BUSINESS MEETINGS." Proceedings of the International Astronomical Union 6, T27B (May 14, 2010): 249. http://dx.doi.org/10.1017/s1743921310005296.

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Brief meetings were held to confirm the elections of the incoming Division President, Francoise Genova and Vice President, Ray Norris along with the Organizing Committee which will consist of the incoming Presidents of the 7 Commissions (5,6,14,41,46,50 and 55) plus additional nominated members. The incoming Organizing Committee will thus consist of:

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3

Stoker, Rob. "Division Business and News." DECP Debate 1, no. 88 (December 1998): 2–3. http://dx.doi.org/10.53841/bpsdeb.1998.1.88.2.

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4

Evans, Gill. "Division Business and News." DECP Debate 1, no. 90 (April 1999): 1–2. http://dx.doi.org/10.53841/bpsdeb.1999.1.90.1.

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5

M’gadzah, Shungu. "Division Business and News." DECP Debate 1, no. 95 (June 2000): 1–3. http://dx.doi.org/10.53841/bpsdeb.2000.1.95.1.

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6

Evans, Gill. "Division Business and News." DECP Debate 1, no. 93 (December 1999): 1. http://dx.doi.org/10.53841/bpsdeb.1999.1.93.1.

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Stoker, Rob. "Division Business And News." DECP Debate 1, no. 83 (February 1998): 1–2. http://dx.doi.org/10.53841/bpsdeb.1998.1.83.1.

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8

Evans, Gill. "Division Business and News." DECP Debate 1, no. 92 (August 1999): 1–2. http://dx.doi.org/10.53841/bpsdeb.1999.1.92.1.

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9

Evans, Gill. "Division Business and News." DECP Debate 1, no. 91 (June 1999): 1–2. http://dx.doi.org/10.53841/bpsdeb.1999.1.91.1.

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10

Knight, Melinda. "Writing and Other Communication Standards in Undergraduate Business Education: A Study of Current Program Requirements, Practices, and Trends." Business Communication Quarterly 62, no. 1 (March 1999): 10–28. http://dx.doi.org/10.1177/108056999906200102.

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A survey of 52 top-ranked undergraduate business schools suggests that profi ciency in written and oral communication is considered an important requirement for an undergraduate business degree. This conclusion derives from a study of offi cial Web sites, with follow-up verification by e-mail. All schools have writing and other communication ( primarily oral) standnrds in place; 50 have lower-division writing requirements, and 17 schools have other lower-division communication requirements ( primarily oral). A total of 36 schools have upper-division writing requirements, and 25 of those schools offer business communication courses through the business schools, and not through liberal arts divisions.

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11

Hall, Nathan, Sara Arnold-Garza, Regina Gong, and Yasmeen Shorish. "Leading by Example? ALA Division Publications, Open Access, and Sustainability." College & Research Libraries 77, no. 5 (September 1, 2016): 654–67. http://dx.doi.org/10.5860/crl.77.5.654.

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This investigation explores scholarly communication business models in American Library Association (ALA) division peer-reviewed academic journals. Previous studies reveal the numerous issues organizations and publishers face in the academic publishing environment. Through an analysis of documented procedures, policies, and finances of five ALA division journals, we compare business and access models. We conclude that some ALA divisions prioritize the costs associated with changing business models, including hard-to-estimate costs such as the labor of volunteers. For other divisions, the financial aspects are less important than maintaining core values, such as those defined in ALA’s Core Values in Librarianship.

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12

Guralnick, David. "IELA Business Division award winners." International Journal of Advanced Corporate Learning (iJAC) 9, no. 2 (August 30, 2016): 4. http://dx.doi.org/10.3991/ijac.v9i2.6013.

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13

Meadow, Mary Jo. "Business meeting of Division 32." Humanistic Psychologist 14, no. 3 (1986): 219. http://dx.doi.org/10.1080/08873267.1986.9976776.

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14

Ribas, Ignasi, Mercedes T. Richards, Slavek Rucinski, David H. Bradstreet, Petr Harmanec, Janusz Kaluzny, Joanna Mikolajewska, et al. "DIVISION V: COMMISSION 42: CLOSE BINARIES." Proceedings of the International Astronomical Union 10, T28B (August 2013): 126–27. http://dx.doi.org/10.1017/s174392131500558x.

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Commission 42 (C42) co-organized, together with Commission 27 (C27) and Division V (Div V) as a whole, a full day of science and business sessions that were held on 24 August 2012. The program included time slots for discussion of business matters related to Div V, C27 and C42, and two sessions of 2 hours each devoted to science talks of interest to both C42 and C27. In addition, we had a joint session between Div IV and Div V motivated by the proposal to reformulate the division structure of the IAU and the possible merger of the two divisions into a new Div G. The current report gives an account of the matters discussed during the business session of C42.

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15

Gimenez, Alvaro, Steven Kawaler, Jørgen Christensen-Dalsgaard, Michel Breger, Edward Guinan, and Slavek Rucinski. "DIVISION V: VARIABLE STARS." Proceedings of the International Astronomical Union 6, T27B (May 14, 2010): 207–8. http://dx.doi.org/10.1017/s1743921310005107.

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Division V organized a brief Business meeting during the XXVIIth General Assembly, prior to Business meetings (reported separately) of Commissions 27 and 42. The Division V Business Meeting began at 11:00 on 5 August 2009.

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16

Mubarok, Muhammad Husni. "STRATEGI PERTUMBUHAN BERKELANJUTAN INDOFOOD DI PASAR KOMPETITIF." BISNIS : Jurnal Bisnis dan Manajemen Islam 2, no. 2 (November 1, 2014): 99. http://dx.doi.org/10.21043/bisnis.v2i2.5270.

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This study aims to analyze the strategy of continuous growth for sustainability PT. Indofood Sukses Makmur, Tbk in competitive market. The scope of this study include corporate strategy, business competition, competitive advantage, business portfolio, marketing and international strategy. The results showed that Indofood using a strategy of diversified product portfolio, which capitalizes on a resilient business model with five complementary strategic business groups, namely: consumer branded products, bogasari, agribusiness, distribution, cultivation & processed vegetables. Consumer products group has six divisions namely: noodles, dairy, snack foods, food seasonings, nutrition & special foods, and beverages division. While the agribusiness group has a plantations and edible oils and fats division. Competitive strategy business using more products to offer through innovation. International strategy of using licenses and joint ventures.

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17

Azzubaidi, Salmah Hadi. "STRATEGI BERSAING DIVISI BISNIS KARTU PADA PT BANK BNI SYARIAH." JIMFE (Jurnal Ilmiah Manajemen Fakultas Ekonomi) 2, no. 1 (March 29, 2018): 33–58. http://dx.doi.org/10.34203/jimfe.v2i1.720.

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ABSTRACTThis study aims to analyze the opportunities and threats faced by the BSK Division of BNI Sharia, also possessed strengths and weaknesses BSK Division of BNI Sharia in developing the only Sharia-based credit card in Indonesia. Based on the result of the external environment analysis, it can be identified there are 11 opportunities factors and 6 threats factors for the BSK Division which can becompiled into EFE matrix, besides these factors affect the industry and the company's current strategies response to these factors. From the analysis of the internal environment above, it can be identified there are 6 strengths factors and 8 weaknesses factors of the BSK Division that can becompiled into IFE matrix, besides these factors affect the industry and the company's current strategies response to these factors. The analysis results of internal and external environment combined using matrix SFAS (Strategic factor analysis summary) to select the dominant factors that influence BSK Division significantly. Then analysis is needed to determine BSK Division market position by using BCG matrix, BSK Division's competitive position against the credit card industry with Grand Strategy, and positioning the BSK Divisions portfolio business with IE matrix. Determining the strategy that will be implemented by using matrix QSPM is the further step. The strategies which has determined previously, will be formulated by comparing the external factors with internal factors using the SWOT matrix. In order to run this strategy, its necessary to shape it down into the functional level strategies by translating the chosen strategy to four perspectives: financial, customer, internal business process and learning growth using a balanced scorecard analysis tool, with results summarized in the map strategy. Acquiredbusiness strategies based on the analysis of external and internal to the BSK Division BNI Sharia arethe development strategy andmarket penetrationstrategy.Keywords: SWOT and Balanced Scorecard.

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18

Agus Sulaksono, Hadir Hudiyanto, and Julius Nursyamsi. "IMPLEMENTATION OF ENTERPRISE RESOURCE PLANNING (ERP) IN THE WAREHOUSE DIVISION." International Journal Multidisciplinary Science 2, no. 3 (October 13, 2023): 01–12. http://dx.doi.org/10.56127/ijml.v2i3.954.

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Enterprise Resources Planning (ERP) is an integrated system that covers all business functions contained in a company and is driven by several integrated software modules to support the company's internal business processes. PT Z, an F&B company, intends to implement an ERP system in its warehouse division to support its business activities. The purpose of this research is to design an ERP system in the company's warehouse division. The research begins with business process data and historical data collection. A system analysis is then carried out to identify and model the warehouse division's business processes. From the business process model created, use case diagrams and class diagrams are then made to compile the contextual framework of the ERP system. The ERP system was then developed with Odoo 16's inventory module. The ERP system designed and implemented is in accordance with the results of the analysis and can be used according to existing business processes.

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19

Webb, David F., Donald B. Melrose, Arnold O. Benz, Thomas J. Bogdan, Jean-Louis Bougeret, James A. Klimchuk, and Valentin Martinez Pillet. "Division II: Sun and Heliosphere." Proceedings of the International Astronomical Union 1, T26A (December 2005): 69–74. http://dx.doi.org/10.1017/s1743921306004376.

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AbstractDivision II of the IAU provides a forum for astronomers studying a wide range of phenomena related to the structure, radiation and activity of the Sun, and its interaction with the Earth and the rest of the solar system. Division II encompasses three Commissions, 10, 12 and 49, and four working groups. During the last triennia the activities of the division involved some reorganization of the division and its working groups, developing new procedures for election of division and commission officers, promoting annual meetings from within the division and evaluating all the proposed meetings, evaluating the division's representatives for the IAU to international scientific organizations, and participating in general IAU business.

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20

Ismanto, Kuat. "PENGELOLAAN BAITUL MAAL PADA BAITUL MAAL WA TAMWIL (BMT) DI KOTA PEKALONGAN." JURNAL PENELITIAN 12, no. 1 (May 3, 2015): 24. http://dx.doi.org/10.28918/jupe.v12i1.641.

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Baitul Maal wa Tamwil (BMT) is a microfinance institution that operates based on Islamic principles (Islam). There are two main divisions of the institution, as a business base that is as Baitul Maal and as Baitul Tamwil. The first division related to social mission, namely as zakat management institutions, infaq, endowments, charity, and others, while the second division is engaged in the business (profit). This paper further review of Baitul Maal position/status at BMT, then discussed how the management of funds by the agency. Facts on the ground indicate that there is BMT has run Baitul Maal, however many do not run it.

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21

Talwar, Shalini, and Anmol Garg. "ITC Limited: Decoding Business Segment Betas." Asian Case Research Journal 23, no. 02 (December 2019): 203–35. http://dx.doi.org/10.1142/s0218927519500081.

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OCV was seeking to improve its processes and enhance the skills of its analysts so as to provide valuable solutions for their clients in terms of the issues related to the profitability and risk of their existing business portfolios as well as the proposed new projects. A team was formed to evaluate if breaking down the weighted average cost of capital (WACC) to the divisional level could improve the quality of investment decisions by multi-division firms. ITC was chosen to analyse the entire process of breaking down WACC to the divisional level. The team had three distinct tasks to undertake. The first was the calculation of the divisional WACC for different business segments of ITC, the second was an extensive discussion on the issues that could arise in the complex computations, and the third was to take a final call on whether the breaking down of WACC to the divisional level would really add value to the future investment decisions.

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22

Carroll, Archie B. "Social Issues in Management: Comments on the Past and Future." Business & Society 58, no. 7 (November 22, 2016): 1406–12. http://dx.doi.org/10.1177/0007650316680044.

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This essay comments on the past and the future of the Social Issues in Management (SIM) Division of the Academy of Management (AOM). The essay addresses the two major questions posed to the commentators on this special issue: First, does the past of the SIM Division provide any clues as to its future? Second, where is the SIM Division going or where should it be going? The author has been a member of SIM since 1971 and served as program chair in 1975 and division chair in 1976 to 1977. SIM is certainly a field at the community and administrative levels, and you could argue that SIM is a discipline, though we are interdisciplinary. It is not as certain that we are unique or distinctive at the intellectual level because we are not always that different in kind or quality from what is being done elsewhere in AOM, and there are more and more scholars in other divisions now working on topics that we once worked on exclusively. However, it is equally unlikely that many of the other AOM divisions could meet a test of intellectual uniqueness. The essay emphasizes some ideas that might help improve the intellectual rigor of the SIM meetings, and the value of alliances with Society for Business Ethics (SBE) and International Association for Business and Society (IABS). A division name change, even if desirable, is not a compelling issue.

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23

Kulikov, A. A. "Practical Interaction of Corporate Center and Divisions of National Companies in Russia." Vestnik of the Plekhanov Russian University of Economics, no. 3 (June 21, 2023): 206–15. http://dx.doi.org/10.21686/2413-2829-2023-3-206-215.

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In situation of unprecedented economic sanctions, complete withdrawal of foreign companies from Russian market or cutting their effective product range, daily presidential and governmental acts aimed at population and business support, as well as potential new wave of COVID-19 the world forms new logistic links, brand new global structure and pays intent attention to potential and possibilities of Russia. By approaches to forms of interaction of corporate center and divisions discussed in works by G. Minzberg, D. Jonson, K. Showls, R. Wittington et al., as well as materials of the consulting companies McKinsey and KPMG, international standards of AA1000 series and analysis of the interview with spokespeople of divisions and corporate center the article identifies certain fields for the development of their interaction. They are formulated in the following way: to improve the system of information exchange, to take into account territorial specific features of each division in strategic planning, to develop the competence level of divisional heads and to search for degree of impact on the part of corporate center on division functioning depending on the level of executives’ training.

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24

Melrose, Donald B., Valentin Martinez Pillet, David F. Webb, Jean-Louis Bougeret, James A. Klimchuk, Alexander Kosovichev, Lidia van Driel-Gesztelyi, and Rudolf von Steiger. "DIVISION II: SUN and HELIOSPHERE." Proceedings of the International Astronomical Union 6, T27B (May 14, 2010): 146–57. http://dx.doi.org/10.1017/s1743921310004928.

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This report is on activities of the Division at the General Assembly in Rio de Janeiro. Summaries of scientific activities over the past triennium have been published in Transactions A, see Melrose et al. (2008), Klimchuk et al. (2008), Martinez Pillet et al. (2008) and Bougeret et al. (2008). The business meeting of the three Commissions were incorporated into the business meeting of the Division. This report is based in part on minutes of the business meeting, provided by the Secretary of the Division, Lidia van Driel-Gesztelyi, and it also includes reports provided by the Presidents of the Commissions (C10, C12, C49) and of the Working Groups (WGs) in the Division.

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25

van Driel-Gesztelyi, Lidia, Karel J. Scrijver, James A. Klimchuk, Paul Charbonneau, Lyndsay Fletcher, S. Sirajul Hasan, Hugh S. Hudson, et al. "DIVISION II: COMMISSION 10: SOLAR ACTIVITY." Proceedings of the International Astronomical Union 10, T28B (August 2013): 106–8. http://dx.doi.org/10.1017/s1743921315005529.

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The Business Meeting of Commission 10 was held as part of the Business Meeting of Division II (Sun and Heliosphere), chaired by Valentin Martínez-Pillet, the President of the Division. The President of Commission 10 (C10; Solar activity), Lidia van Driel-Gesztelyi, took the chair for the business meeting of C10. She summarised the activities of C10 over the triennium and the election of the incoming OC.

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26

Rettberg, Angelika. "Business Versus Business?Gruposand Organized Business in Colombia." Latin American Politics and Society 47, no. 1 (2005): 31–54. http://dx.doi.org/10.1111/j.1548-2456.2005.tb00300.x.

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AbstractThis article examines business political behavior in Colombia during the scandal-ridden presidency of Ernesto Samper (1994-98), highlighting the mechanisms by whichgrupos(diversified economic groups) undermined the ability of organized business to present collective political positions. Evidence that the presidential campaign had been funded by drug traffickers prompted business associations to demand Samper's resignation. Butgrupos, the firms of which are affiliated with associations, supported the president. This division weakened the position of organized business regarding the resignation, as well as its own political legitimacy. This study argues thatgruposface strong incentives to act outside business associations to advance their particular interests. Scholars assessing the strength of organized business in Latin America will increasingly encounter the impact of grupos on business institutional responses to policy.

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27

Villasalero, Manuel. "Intra-network knowledge roles and division performance in multi-business firms." Journal of Knowledge Management 18, no. 6 (October 7, 2014): 1165–83. http://dx.doi.org/10.1108/jkm-03-2014-0104.

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Purpose – The purpose of this study is to deal with the performance consequences of business units that adopt varying knowledge roles within the internal multi-business network. Multi-business firms are distributed knowledge systems in which business units are extensively involved in internal knowledge transfer processes. Business units play different roles within their respective corporate knowledge networks as knowledge providers, knowledge receivers, both or neither. Design/methodology/approach – Survey data from a sample of 225 business divisions were analyzed using a multivariate analysis of covariance (ANCOVA). Findings – Results indicate that divisions which occupy knowledge roles that reveal the possession of unique knowledge (knowledge signaling) or guarantee the accumulation of new knowledge (knowledge learning) outperform those divisions that have access to spilled knowledge (knowledge depreciation) or have no access to any kind of knowledge (knowledge insulation). Practical implications – Four knowledge roles are distinguished according to the extent to which a business division provides the rest of the corporation with knowledge or receives knowledge from the rest of the corporation, thus exploring the issue of internal knowledge transfer from an integrated perspective that takes the directionality of knowledge flows and the position within the knowledge network into account. Originality/value – This study contributes to existent research on knowledge transfer and performance outcomes by demonstrating the usefulness of the knowledge role as an integrating concept within this literature. It also extends the four-role framework to the prescriptive domain and tests its normative implications in an intensive internal knowledge transfer setting which has to date gone relatively unnoticed, as is that of multi-business firms.

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28

Nan, Ren-Dong, Russ Taylor, Luis F. Rodriguez, Jessica Chapman, Gloria Dubner, Michael Garrett, W. Miller Goss, et al. "DIVISION X: RADIO ASTRONOMY." Proceedings of the International Astronomical Union 6, T27B (May 14, 2010): 240–42. http://dx.doi.org/10.1017/s1743921310005259.

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The business meeting of Division X in the IAU 2009GA took place in three sessions during the day of August 6, 2009. The meeting, being well attended, started with the approval for the meeting agenda. Then the triennium reports were made in the first session by the president of Division X, Ren-Dong Nan, and by the chairs of three working groups: “Historic Radio Astronomy WG” by Wayne Orchiston, “Astrophysically Important Lines WG” by Masatoshi Ohishi, and “Global VLBI WG” by Tasso Tzioumis (proxy chair appointed by Steven Tingay). Afterwards, a dozen reports from observatories and worldwide significant projects have been presented in the second session. Business meeting of “Interference Mitigation WG” was located in the third session.

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29

Okamura, Sadanori, Elaine Sadler, Francesco Bertola, Mark Birkinshaw, Françoise Combes, Roger L. Davies, Thanu Padmanabhan, and Rachel Webster. "DIVISION VIII: GALAXIES AND THE UNIVERSE." Proceedings of the International Astronomical Union 6, T27B (May 14, 2010): 223–24. http://dx.doi.org/10.1017/s1743921310005181.

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30

Wirakanda, Gugum Gumilang, Dematria Pringgabayu, and Suci Fika Widyana. "ASSESSING INTRAPRENEURIAL ASPECT IN ORGANIZATION (CASE STUDY PT XYZ IN INDONESIA)." Jurnal Manajemen Dayasaing 21, no. 1 (August 23, 2019): 12–23. http://dx.doi.org/10.23917/dayasaing.v21i1.8086.

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PT XYZ is a company which works in industry of oil and gas. With a lot of competition in the industry, PT XYZ needs to improve their performance especially in their main business line, Oil and Drilling Services Operation and also improve their Human Resources. One way to increase their performance is to know and improve the intrapreneurship in the company.This research is using qualitative approach. The first step conducted in this research was to look for the problem from the object being researched by the author. The data collections consist of primary data from questionnaire. There’ll be two questionnaire distributed. First one is Entrepreneurial Orientation Survey (EOS) to assess the current entrepreneurial condition in the company which distributed to the entire division of the company. The second one is Entrepreneurial Leadership Questionnaire (ELQ) which will asses the leader of the divisions with four types of intrapreneur leaders, Miners, Explorers, Accelerators and Integrators. ELQ was distributed in two key divisions, Division of Drilling and Oilfield Service as PT XYZ’s core business and Human Resources Division to manage PT XYZ’s employees. This research will analyze the EOS and ELQ’s results and compare the result of both divisions of ELQOn the basis of the results of this research, it can be concluded that PT XYZ has a good entrepreneurial. PT XYZ’s employees also able to accept entrepreneurial environtment within the company. PT XYZ is also perform above average in the market, able to compesate the employees, empower the employees and doing innovation in par with the competitors. PT XYZ’s employees are also have some understanding about entrepreneurial knowledge. The leader in the PT XYZ’s Human Resource Division is Accelerator type while the leader in Division of Drilling and Oilfield Service is Miner type.

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Pringgabayu, Dematria, Gugum Gumilang Wirakanda, and Suci Fika Widyana. "ASSESSING INTRAPRENEURIAL ASPECT IN ORGANIZATION (CASE STUDY PT XYZ IN INDONESIA)." Fokus Ekonomi : Jurnal Ilmiah Ekonomi 14, no. 2 (December 8, 2019): 355–75. http://dx.doi.org/10.34152/fe.14.2.355-375.

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PT XYZ is a company which works in industry of oil and gas. With a lot of competition in the industry, PT XYZ needs to improve their performance especially in their main business line, Oil and Drilling Services Operation and also improve their Human Resources. One way to increase their performance is to know and improve the intrapreneurship in the company.This research is using qualitative approach. The first step conducted in this research was to look for the problem from the object being researched by the author. The data collections consist of primary data from questionnaire. There’ll be two questionnaire distributed. First one is Entrepreneurial Orientation Survey (EOS) to assess the current entrepreneurial condition in the company which distributed to the entire division of the company. The second one is Entrepreneurial Leadership Questionnaire (ELQ) which will asses the leader of the divisions with four types of intrapreneur leaders, Miners, Explorers, Accelerators and Integrators. ELQ was distributed in two key divisions, Division of Drilling and Oilfield Service as PT XYZ’s core business and Human Resources Division to manage PT XYZ’s employees. This research will analyze the EOS and ELQ’s results and compare the result of both divisions of ELQOn the basis of the results of this research, it can be concluded that PT XYZ has a good entrepreneurial. PT XYZ’s employees also able to accept entrepreneurial environtment within the company. PT XYZ is also perform above average in the market, able to compesate the employees, empower the employees and doing innovation in par with the competitors. PT XYZ’s employees are also have some understanding about entrepreneurial knowledge. The leader in the PT XYZ’s Human Resource Division is Accelerator type while the leader in Division of Drilling and Oilfield Service is Miner type

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32

Lee, Dongjin. "Business Owner’s Divorce and Equitable Division: Including a Review on the Divisibility of Non-marital Asset." Korean Society Of Family Law 37, no. 2 (July 31, 2023): 1–34. http://dx.doi.org/10.31998/ksfl.2023.37.2.1.

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The equitable division of property in the events of divorces of business owners has attracted much attention from the public as it has potential to affect corporate governance. In particular, if a succession of business ownership is involved and the business owner's share in the corporation was acquired by gift or inheritance, the issue whether the share remains non-marital asset and therefore not subject to equitable division procedure arises. In principle, no reason exists for the issue of the divisibility of non-marital asset to be resolved differently in the case of business owner's divorce. The division of non-marital asset should remain an exception. There are, however, good reasons for the Supreme Court case and family court practice as well to identify non-marital asset as the object of equitable division where the marriage has been maintained for a long period. In particular, it should be considered that the substance of the business behind the business owner's share or equity has constantly changed during the marriage, and that the business owner makes a personal contribution to these changes or rather value increase. Just as business income in a sole proprietorship, even if it is based on non-marital property, is undoubtedly subject to equitable division, the increase in the value of the share or equity to a corporation should also be subject to equitable division, even though the share has been acquired by gift or inheritance. In this case, of course, the outstanding contribution of the business owner can also be considered in determining the division ratio. Undoubtedly, investors and other stake-holders can be interested in avoiding or reducing the possible affect of business owner’s divorce upon the corporate governance. It is the role of the prenuptial agreement in Korean as well as many other legal systems, however, to meet these needs. Even in the absence of a prenuptial agreement, the family court should try to minimize the affect of equitable division on corporate governance especially when determining the way to allocate divisible assets.

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Chang, Hsin-Yuan, Ming-Yu Wu, and Dwan-Fang Sheu. "Perceptions of intellectual capital held by the supervisors of nursing divisions in hospitals in Taiwan." Management Decision 52, no. 6 (July 8, 2014): 1101–15. http://dx.doi.org/10.1108/md-07-2013-0371.

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Purpose – The purpose of this paper is to explore how the nursing division supervisors at hospitals perceive intellectual capital (IC) and identify the relative importance of IC factors. Design/methodology/approach – Using literature review combined with experts’ viewpoints, IC is divided into four main structures and adopted them as the measurement criteria. A set of criteria that measure the hospital nursing division's IC was established using the Fuzzy Delphi Method, by the expert questionnaire given out to nursing division supervisors at large-scale teaching hospitals. Findings – The research results will hopefully help the management of medical institutions make decisions and input more resources in the “structural capital” perspective of their respective nursing divisions. Originality/value – Hospitals in Taiwan may improve in performance and medical services quality.

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Masud, Md Khaled, Md Mahfuzul Hasan, M. Wakilur Rahman, Sambhu Singha, and Md Salauddin Palash. "Online Mango Business Challenges and Opportunities in Rajshahi Division: A Qualitative Approach." Asian Journal of Economics, Business and Accounting 24, no. 5 (April 8, 2024): 460–68. http://dx.doi.org/10.9734/ajeba/2024/v24i51322.

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Aims: The main objective of this study was to investigate the challenges and opportunities of online mango business in Rajshahi division of Bangladesh. Study design: The methods and procedures for evaluating data and providing some level of knowledge, explanation, and interpretation of patterns and themes in textual data are referred to as Qualitative Data Analysis (QDA). In this study, explorative qualitative approach was adopted to gain a comprehensive understanding of students engaged in online mango marketing. For reaching the conclusion, the researcher has been performed thematic analysis. Methodology: This study involved fifteen students whom running online mango business and gather information on their perceptions, feelings, beliefs, business nature, reasons for starting, management of student life, and problems and opportunities of the business via in-depth interviews. The in-depth interview method was used to gain a comprehensive understanding of the students’ experiences and perspectives. Results: The study explored that student have sufficient technological skills to operate their internet activities properly. Most of them have begun businesses since their college period, where some others started during the COVID-19 epidemic, motivated by friends, family, and other entrepreneurs, and eventually got capital support from their families. These students have dedicated customer bases and concentrate a premium on providing high-quality products in order to promote sales. They actively run their businesses through Facebook, taking advantage of the platform’s extent. But most of the entrepreneurs deals with several issues while manage their enterprises such as payment-related problems, transportation problems, and delivery-related problems etc. The findings also showed that online business alters those student’s lifestyles and upbringings, originating in a new era of self-confidence and self-respect. Conclusion: Financial support, good transportation system, basic training of the online business, different online courses, and workshops for the student entrepreneurs should be organized. It is needful for escalating this easy-access business and look forward with strong business determination in future.

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Ananta, Vennina. "Analisis Kebutuhan Perangkat Lunak Sistem Informasi Back Office." Software Development, Digital Business Intelligence, and Computer Engineering 1, no. 1 (September 4, 2022): 1–8. http://dx.doi.org/10.57203/session.v1i1.2022.1-8.

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Perumdam Among Tirto Kota Batu is a public drinking water company located in Batu City, East Java which runs its business in the field of clean water distribution for the majority of the citizen of Batu City. Perumdam Among Tirto Kota Batu still runs it business manually and has not fully utilized the information system. The development of the information system is needed by the company to be able to increase its productivity. Therefore, it is necessary to analyze the software requirements for the development of information systems that will be used by Perumdam Among Tirto Kota Batu to running its business, especially by the back office. In this research, the results of software requirements analysis for Perumdam Among Tirto Kota Batu back office information system are compiled to Software Requirements Specification (SRS) document using SRS outline that standarized by ISO/IEC/IEEE 29148:2018. The research carried out resulted in seven SRS documents made for seven divisions in Customer Relation and Marketing Departement and also Engineering Departement, that is Customer Service and Water Meter Division, Equipment Service and SR Standardization Division, Information Technology Development and Marketing Division, Engineering Planning Division, Non Revenue Water and Supervision Division, Production, Transmition, and Laboratory Division, and Distribution Division. Each SRS document consist of five part that is Introduction, References, Requirements, Verification, and Appendices as standarize by ISO/IEC/IEEE 29148:2018.

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Pambudi, Rizal Bagus, and Achsania Hendratmi. "PENGEMBANGAN BISNIS OLEH PONDOK PESANTREN SIDOGIRI PASURUAN." Jurnal Ekonomi Syariah Teori dan Terapan 7, no. 1 (June 11, 2020): 87. http://dx.doi.org/10.20473/vol7iss20201pp87-99.

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The purpose of this study is to find out the business development process which is conducted by Kopontren Sidogiri in creating Basmalah stores that spread across Indonesia with sharia-based businesses. This study uses a qualitative method by using a descriptive case study method. The object of this study is the Basmalah store. Data were collected using semi-structured interviews on three informants, consisting of the Head of the Marketing Division, the Head of the Operational Division, and the Head of the Area Manager Division. Based on the results of the study, it indicates that the business development carried out by Kopontren Sidogiri is mutually sustainable between one business and another. Kopontren Sidogiri, which is known as a sharia-based cooperative, succeeds in creating three companies, namely PT. Sidogiri Mitra Utama which supervises the Basmalah store, PT. Sidogiri Mandiri Utama which owns Santri AMDK products, and PT. Sidogiri Pandu Utama which manages human resources using the Sidogiri Excel Center (SEC) program or better known as the Sidogiri corporation. The business strength of Sidogiri corporation lies in the relationship created between Alumni of Islamic boarding school and students of Sidogiri so that they can quickly develop their markets, regions and business products. The contract used in opening new branches comes under ijarah, mudharabah, and musyarakah. In every new branch opening of Basmalah store, they conduct recitations that invite community leaders to introduce Basmalah store.Keywords: Business Development, Kopontren Sidogiri, Islamic Boarding School Business, Sharia Business.

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Millar, Tom, You-Hua Chu, John Dyson, Dieter Breitschwerdt, Mike Burton, Sylvie Cabrit, Paola Caselli, et al. "DIVISION VI: INTERSTELLAR MATTER." Proceedings of the International Astronomical Union 6, T27B (May 14, 2010): 213–14. http://dx.doi.org/10.1017/s1743921310005132.

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The business meeting of Division VI was held on Monday 10 October 2009. Apologies had been received in advance from D Breitschwerdt, P Caselli, G Ferland, M Juvela, S Lizano, M Rozyczka, V Tóth, M Tsuboi, J Yang and B-C Koo.

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Wilson, Barbara, and Susan Plutsky. "Predicting Success in Upper-Division Business Communication Classes." Journal of Education for Business 72, no. 3 (January 1997): 133–39. http://dx.doi.org/10.1080/08832323.1997.10116841.

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Hildebrand, Janet E. "The Company Division Meeting: A Business Communication simulation." Business Communication Quarterly 60, no. 3 (September 1997): 96–106. http://dx.doi.org/10.1177/108056999706000310.

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Shooshtari, Nader H., and Maureen J. Fleming. "Development of a Lower-Division International Business Course." Journal of Teaching in International Business 2, no. 1 (January 14, 1991): 33–41. http://dx.doi.org/10.1300/j066v02n01_04.

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Guralnick, David. "2018 IELA Award Winners - Business and Industry Division." International Journal of Advanced Corporate Learning (iJAC) 11, no. 2 (December 19, 2018): 30. http://dx.doi.org/10.3991/ijac.v11i2.9447.

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For Participation, Call. "The 2012 International E-Learning Awards - Business Division." International Journal of Engineering Pedagogy (iJEP) 2, no. 1 (January 17, 2012): 34. http://dx.doi.org/10.3991/ijep.v2i1.1940.

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Meadow, Mary Jo. "Minutes of the 1985 Division 32 Business Meeting." Humanistic Psychologist 13, no. 3 (1985): 61–62. http://dx.doi.org/10.1080/08873267.1985.9976744.

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Meadow, Mary Jo. "Minutes of the 1987 Division 32 business meeting." Humanistic Psychologist 15, no. 3 (1987): 234–35. http://dx.doi.org/10.1080/08873267.1987.9976805.

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Samus, N. N., H. Yamaoka, A. C. Gilmore, K. Aksnes, D. W. E. Green, B. G. Marsden, S. Nakano, et al. "DIVISION XII: COMMISSION 6: ASTRONOMICAL TELEGRAMS." Proceedings of the International Astronomical Union 10, T28B (August 2013): 134. http://dx.doi.org/10.1017/s174392131500561x.

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IAU Commission 6 “Astronomical Telegrams” had a single business meeting during the Beijing General Assembly of the IAU. It took place on Friday, August 24, 2012. The meeting was attended by five C6 members (N. N. Samus; D. W. E. Green; S. Nakano; J. Ticha; and H. Yamaoka). Also present was Prof. F. Genova as a representative of the IAU Division B. She told the audience about the current restructuring of IAU Commissions and Divisions and consequences for the future of C6.

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Baxi, Chetan. "Book Review: Family Business in India." Vision: The Journal of Business Perspective 1, no. 1 (January 1997): 71–73. http://dx.doi.org/10.1177/09722629x97001001013.

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Schlickeiser, Reinhard, Roger D. Blandford, Alain Brillet, Masa-Katsu Fujimoto, Piero Madau, Angela V. Olinto, Marco Salvati, et al. "DIVISION XI / WG: PARTICLE ASTROPHYSICS." Proceedings of the International Astronomical Union 3, T26B (December 2007): 207. http://dx.doi.org/10.1017/s1743921308024137.

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Satria, Budi, and Nur Amega Setiawati. "Employee performance analysis to increase profitability; Case study at PT XYZ, BEKASI-WEST JAVA." Journal of Economic Development, Environment and People 7, no. 4 (December 13, 2018): 24. http://dx.doi.org/10.26458/jedep.v7i4.594.

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The purpose of this study was to analyze the performance of PT XYS employees engaged in ceramics. Seeing strong business competition, the development of human resources is very important in increasing the productivity of the company. The research was conducted in three divisions namely Plant, Accounting and Finance and Marketing. The results showed that the achievement of the objectives of each Division was quite good / high, especially the Plant division. This is because the SOP that is applied is almost completely implemented, besides that the supervision system is run properly so that it can create a comfortable working atmosphere for employees.

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Bortsevych, P. S. "Legal amendments on the reorganization of business entities." Analytical and Comparative Jurisprudence, no. 2 (May 11, 2024): 262–65. http://dx.doi.org/10.24144/2788-6018.2024.02.45.

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The article is devoted to the study of modern approaches to legal regulation of the reorganization of economic entities. The article emphasizes that an effective process of reorganization requires the resolution of many issues, the main of which is the disposal of the assets of the business entity. Solving the property aspects of the reorganization of a business entity requires maximum and objective consideration of the legitimate interests of the business entity's participants. The article provides an example of modern legal regulation of the division of a joint-stock company based on the analysis of the norms of the new Law of Ukraine "On Joint-Stock Companies". The article emphasizes that with the adoption of the new Law of Ukraine "On Joint Stock Companies" in 2023, approaches to organizing the division of a joint stock company have been improved. The importance of the appearance of novelties in the legal regulation of the reorganization of a jointstock company deserves to be taken into account by the legislators of European Union standards in this area. In particular, the current Law of Ukraine "On Joint-Stock Companies” reflects the conditions and procedures for the division of joint-stock companies, which are provided for in Directive 2017/1132/EU of the European Parliament and the Council of the EU dated June 14, 2017 relating to certain aspects of company law. In the article, a study of the provisions of Directive 2017/1132/EU of June 14, 2017 regarding the organization of the division of a jointstock company was carried out, and a comparative characterization of the provisions of the Law of Ukraine "On Joint-Stock Companies” was carried out, which provide for the basis of the organization of the division of joint-stock companies for the purpose of taking into account the standards of the European Union in this sphere It is noted that the division of a joint-stock company in order to ensure the rights and interests of shareholders should be carried out on the basis of their will, which is formed thanks to the agreement and publication of the project of the division of the company and its professional expert assessment by independent experts. The conclusions emphasize that the provisions of the current Law of Ukraine "On Joint-Stock Companies” take into account the main aspects of the EU standards regarding the reorganization of a joint-stock company, which should contribute to increasing the level of protection of the rights and interests of shareholders.

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Meiliea, Meiliea, Muhammad Ghazi, Klemens Wedanaji Prasastyo, and Nuno Sutrisno. "Peran Client Service dalam Business Development PT. Hashmicro Solusi Indonesia." Jurnal Abdimas Sosial, Ekonomi, dan Teknologi 2, no. 1 (June 30, 2023): 27–34. http://dx.doi.org/10.34208/aset.v2i1.1895.

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This report is prepared as a brief explanation of the activities carried out during the implementation ot the MBKM (Merdeka Belajar Kampus Merdeka) Internship program at PT Hashmicro Solusi Indonesia. The Implementation of the Internship activities is carried out in the business development division, the client sub-division. Work in this division focuses on mining data for cold calls, entering leads data into the company’s system, collecting information related to client needs and offering the system needed by clients, confirming meeting schedules or presentation demos, and filling out daily report on business development, client service, and cold calls.

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