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Journal articles on the topic 'Esential Concepts in Business'

Author: Grafiati

Published: 29 July 2024

Last updated: 31 July 2024

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1

Brezuleanu, S., Carmen Olguţa Brezuleanu, I. Brad, T. Iancu, and A. Ciani. "Performance Assessment in Business of Agricultural Companies using Balanced Scorecard Model." Cercetari Agronomice in Moldova 48, no. 2 (June 1, 2015): 109–20. http://dx.doi.org/10.1515/cerce-2015-0035.

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AbstractThe performance management is a strategic and integrated approach for long-time success of the activity of agricultural companies, by improving the performance of the organization, teams and individuals. In search of success, the performance management uses a variety of models, techniques and methods, some taken from other systems and improved and others of its own, focusing on strategy and differentiating features that provide a strong competitive advantage. The Balanced Scorecard (BSC) model identifies several dimensions of the organization, representing areas where organizations need to achieve results at department, team or individual level. According to the type of the agricultural company, there can be esential financial aspect, customers, internal processes, knowledge and learning, service quality, market share etc. The company under study, S.C. Agrocomplex Lunca Paşcani S.A., is representative in terms of ownership, farm and profile of the agricultural production in Moldavia region. According to the methodology developed, starting from the strategy of S.C. Agrocomplex Lunca Paşcani S.A. we identified the strategic objectives for each situation and the level of reaching the objectives using several indicators. In the second stage of the BSC analysis, the indicators are defined according to the management priorities of S.C. Agrocomplex Lunca Paşcani S.A. in four categories, corresponding to the four dimensions of the classical model: customer perspective, perspective of processes within the company, employee perspective and financial perspective

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2

Kuznetsova, Natalia, and Anastasia Kharitonova. "Business Analysis: Key Concepts." Baikal Research Journal 14, no. 1 (March 3, 2023): 21–30. http://dx.doi.org/10.17150/2411-6262.2023.14(1).21-30.

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Innovation economic development with applying digital technologies requires of the organization’s management system to develop new approaches to its informational and analytical support. In the modern economy, a new direction of analytical work has emerged, viz. business analysis. In Russia this area has not yet been sufficiently studied, there are certain discrepancies regarding the very concept and functions of a business analyst. In this regard, it seems relevant to study this area, its formation and development. The purpose of the study is to estimate advantages and disadvantages of the new direction in comparison with the analysis of the economic activity of an organization; to contrast and compare goals, object, method, tasks, subjects, and tools of business analysis and those of analysis of the economic activity of an organization. The research is based on the study of current scientific and periodical economic literature and information from the websites of the International Institute of Business Analysis and its Russian branch. The results of the study include: the author's interpretation of the term "business analysis"; a comparative assessment of analysis of economic activity and business analysis; revealing advantages of business analysis in comparison with analysis of economic activity; substantiating relevance of business analysis under modern conditions to ensure flexibility of the organization's management system and increase its innovative activity; the conclusion about the relevance of business analysis, oriented toward the interests of not only the organization itself, but also stakeholders and society as a whole.

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3

Davenport-Hines, R. P. T., and Charles Harvey. "Business History: Concepts and Measurement." Economic History Review 43, no. 4 (November 1990): 756. http://dx.doi.org/10.2307/2596764.

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4

Wright, Len Tiu, Rose Wright, and Kaouther Kooli. "Business Marketing Concepts and Cases." Journal of Business & Industrial Marketing 31, no. 8 (October 3, 2016): 1017–18. http://dx.doi.org/10.1108/jbim-10-2016-274.

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5

Harvey, Charles. "Business History: Concepts and Measurement." Business History 31, no. 3 (July 1989): 1–5. http://dx.doi.org/10.1080/00076798900000061.

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6

Canals, Jordi. "New Business Concepts for Growth." Journal of General Management 25, no. 2 (December 1999): 1–18. http://dx.doi.org/10.1177/030630709902500201.

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7

Powell, John H., and Timothy M. Wakeley. "Evolutionary concepts and business economics." Journal of Business Research 56, no. 2 (February 2003): 153–61. http://dx.doi.org/10.1016/s0148-2963(01)00283-1.

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8

Eshete, Shimekit Kelkay, Dr Zerihun Ayenew Birbirsa, and Dr Shimels Zewdie Worke. "A Systematic Review of Green Business, Business Ethics, and Corporate Social Responsibility: Bridging Concepts for Sustainable Business Success." Advances in Social Science and Culture 5, no. 2 (April 16, 2023): p44. http://dx.doi.org/10.22158/assc.v5n2p44.

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Recently many organization priorities have shifted from increased efficiency and profit maximization to long-term business success. The concepts of green business, business ethics, and corporate social responsibility which were discussed in this article have shared common bridging concepts to bring sustainable business. But the writers were lacking in addressing these common bridging concepts even if more articles were done separately. The main purpose of this study was systematically reviewing the published articles to examine the bridging concepts of green business, business ethics, and corporate social responsibility to the sustainable business success. The review process was conducted with the published articles which were extracted from database of Google scholar, directory of science, Springer, JSTOR, and DOAJ for the period of 2010 to 2021. Totally 46 published articles analyzed and categorized in to eight concepts. The result show that the five bridging concepts: Social responsibility, ethical business consideration, sustainable development, organizational performance, and environmentally friendly or green practice are all negatively impacted by a company’s failure to consider sustainability issues. Firms can achieve long term business success if they can incorporate these five bridging concepts in their sustainable business strategy. Finally the writers conclude the study by forwarding future line research.

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9

Lay, Gunter, Marcus Schroeter, and Sabine Biege. "Service-based business concepts: A typology for business-to-business markets." European Management Journal 27, no. 6 (December 2009): 442–55. http://dx.doi.org/10.1016/j.emj.2009.04.002.

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10

BEYER, KAROLINA. "BUSINESS MODEL AND BUSINESS STRATEGY." sj-economics scientific journal 32, no. 1 (March 30, 2019): 16–26. http://dx.doi.org/10.58246/sjeconomics.v32i1.22.

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The aim of the article is to present the essence of business model concept as well as discussion about its position in relation to the company's strategy. To this end, a review of the subject literature was conducted, based on which different approaches to the category of the business model were highlighted. The article presents selected definitions of the discussed concept, indicating the lack of unanimity in the definition. In the following part of the article, the analysis of the position and role of the business model to the company's strategy was undertaken. Various approaches have been pointed out, but they assume the view that the business model and enterprise strategy are different concepts but are significantly related to each other. These concepts complement each other and are nowadays complementary tools for planning and strategic management in enterprises.

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11

Wright, Erik S. "The Culture of Business: A Comprehensive Literature Review of Culture and Business." Global Journal of Cultural Studies 3 (January 25, 2024): 1–10. http://dx.doi.org/10.6000/2817-2310.2024.03.01.

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The concepts of national culture play a substantial role in the everyday course of business in modern organizations. Globalization has created an environment where national culture has significant impacts in determining the success of multi-national organizations. This article presents a comprehensive literature review of the topic of culture and business. Focusing on two separate areas of culture (national culture & localized culture) the article seeks to provide clarity to the cultural concepts and finishes with how these concepts impact business decisions and processes. The article provides information to support the key concepts that culture is an important aspect of business and is crucial to the success of multi-national organizations.

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12

Boyd, Daniel R., W. Clark Ford, and Stephen D. Lewis. "Incorporating International Business Concepts Into the Basic Business Communication Course." Bulletin of the Association for Business Communication 53, no. 4 (December 1990): 59–61. http://dx.doi.org/10.1177/108056999005300416.

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13

Fonfara, Krzysztof, Milena Ratajczak-Mrozek, and Grzegorz Leszczyński. "Change in business relationships and networks: Concepts and business reality." Industrial Marketing Management 70 (April 2018): 1–4. http://dx.doi.org/10.1016/j.indmarman.2017.09.016.

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14

Weijs-Perrée, Minou, Rianne Appel-Meulenbroek, Bauke De Vries, and Georges Romme. "Differences between business center concepts in The Netherlands." Property Management 34, no. 2 (April 18, 2016): 100–119. http://dx.doi.org/10.1108/pm-04-2015-0015.

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Purpose – The purpose of this paper is to analyze the objectives, tenants, spaces and services of different business center concepts and test whether the existing classifications in literature and in the real estate market draw on significantly different concepts. Design/methodology/approach – After a literature review, data on business centers were collected with a questionnaire among owners/mangers of 139 business centers in the Netherlands. The existing business center concepts are examined whether these concepts are significantly different, using bivariate analyses. Findings – The findings of this study give insight into the business center market, the existing business center concepts and (dis)similarities between the concepts. Although many dissimilarities were found between the business center concepts, like offered services, social spaces and contractual agreements, findings show that the four business center concepts can be offered in similar objects. Originality/value – New ideas about working and the work environment have caused the business center market to become more differentiated. Some studies have attempted to classify the business center market into several categories or analyzed in detail one specific business center concept. However, these studies did not describe in detail the differences between the concepts. Also there is hardly any empirical research on this sector. This paper addresses gaps in previous research on business centers and demonstrates that there are significant (dis)similarities between the existing business center concepts.

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15

Pomykalski, Andrzej. "Global business networks and technology." Management 19, no. 1 (May 1, 2015): 46–56. http://dx.doi.org/10.1515/manment-2015-0004.

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Summary The current economic development changes the perception of technology innovation and business cooperation. Global business networks create very competitive markets characterised by constant innovation and dynamic changes. Further changes may come with growing involvement of active consumers and the development of Internet of Things. Focusing mainly on activities of multinational business networks operating in Poland the author describes selected aspects of gradual adoption of innovation management concepts in firms. The article provides with an overview of concepts described in innovation management literature during the last decade and of new concepts evolving.

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16

Distelberg, Brian, and Ritch L. Sorenson. "Updating Systems Concepts in Family Businesses." Family Business Review 22, no. 1 (March 2009): 65–81. http://dx.doi.org/10.1177/0894486508329115.

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This article extends and expands current systems views of family business and provides a framework for interpreting family business holistically . The framework extends the definition of family-first and business-first systems and adds three categories that typify the gradations of firms that represent balanced systems emphases. In addition, this article discusses the goals, resource transfers, strengths, and limitations of each type of system and describes how firm adaptability and resource flows influence and change these family business systems; it argues that to understand family business health, one must understand the values and goals that guide the family, business, and ownership systems, as well as the overall family business system; and it presents an inclusive definition of family and business based on systems membership.

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17

Sorooshian, Shahryar, Manimekalai Jambulingam, and Maryam Mousavi. "Business Green Shift based on Innovation Concepts." Research Journal of Applied Sciences, Engineering and Technology 6, no. 9 (July 15, 2013): 1632–34. http://dx.doi.org/10.19026/rjaset.6.3881.

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18

Dimitriou, Dimitrios. "Corporate Ethics: Philosophical Concepts Guiding Business Practices." Conatus 7, no. 1 (June 29, 2022): 33–60. http://dx.doi.org/10.12681/cjp.29864.

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In the highly competitive global market, characterized by rapid political, economic, environmental and technological changes, there has been an increased interest in the role of ethics for shaping corporate actions and highlighting the essential tasks and measures to fulfill two generic missions: support enterprises to make distinctive, lasting and substantial improvements in their performance and build a great firm that attracts, develops, excites and retains exceptional people. This paper addresses the issues arising from opposing forces, namely on the one hand the extremely challenging external environment and on the other hand the increasing demand for responsible business behaviour and ethical decision-making focused on the shared and sustained value creation to serve the interests of all stakeholders, society and the environment. Primary objective is to provide coherent and compact definitions for the key values dealing with professionalism, equality and sustainability that should be clearly defined, thus providing the key drivers for creating a working environment that inspires and motivates employees on one hand; and promote each enterprise socioeconomic footprint in the regional and global business ecosystem. When handling the concepts of responsibility, ethical codes, integrity or trust, philosophy provides an invaluable framework and a foundational basis on which to create and maintain sustainable structures and processes for the business of the new era.

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19

Packwood, Eric A., Traci Fritz, and Socioeconomic Committee. "Strategic business concepts for physicians and administrators." Journal of American Association for Pediatric Ophthalmology and Strabismus 26, no. 4 (August 2022): e69. http://dx.doi.org/10.1016/j.jaapos.2022.08.253.

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20

Dzhum, T. A., M. Y. Tamova, T. N. Poddubnaya, and E. L. Zadneprovskaya. "PROMISING BUSINESS CONCEPTS IN THE RESTAURANT INDUSTRY." Экономика устойчивого развития, no. 1 (2022): 37–40. http://dx.doi.org/10.37124/20799136_2022_1_49_37.

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21

Kovalenko, O. "ADMINISTRATIVE OFFENSES IN BUSINESS: CONCEPTS AND CHARACTERISTICS." “International Humanitarian University Herald. Jurisprudence” 1, no. 54 (2021): 68–71. http://dx.doi.org/10.32841/2307-1745.2021.54.1.16.

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22

Rantung, V. P., O. Kembuan, P. T. D. Rompas, A. Mewengkang, O. E. S. Liando, and J. Sumayku. "In-Memory Business Intelligence: Concepts and Performance." IOP Conference Series: Materials Science and Engineering 306 (February 2018): 012129. http://dx.doi.org/10.1088/1757-899x/306/1/012129.

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23

MOSKOWITZ, HOWARD R. "PSYCHOPHYSICAL THINKING IN BUSINESS: PRODUCTS AND CONCEPTS." Journal of Sensory Studies 20, no. 5 (October 2005): 389–96. http://dx.doi.org/10.1111/j.1745-459x.2005.00034.x.

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24

Bajada, Christopher, and Rowan Trayler. "Introduction to threshold concepts in business education." Education + Training 58, no. 5 (June 13, 2016): 458–62. http://dx.doi.org/10.1108/et-04-2016-0067.

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Purpose – To introduce to the special issues on threshold concepts in business education. Design/methodology/approach – Provides an overview of the various papers comprising this special issue. Findings – There are no specific findings in this paper as its purpose is to introduce the selected papers in this special issue. Originality/value – Editorial.

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25

Rüling, Charles-Clemens. "Popular concepts and the business management press." Scandinavian Journal of Management 21, no. 2 (June 2005): 177–95. http://dx.doi.org/10.1016/j.scaman.2005.02.010.

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26

van Heck, Eric, and Peter Vervest. "Smart business networks: Concepts and empirical evidence." Decision Support Systems 47, no. 4 (November 2009): 275–76. http://dx.doi.org/10.1016/j.dss.2009.05.002.

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27

Lambert, Susan, and Marco Montemari. "Business Model Research: From Concepts to Theories." International Journal of Business and Management 12, no. 11 (October 18, 2017): 41. http://dx.doi.org/10.5539/ijbm.v12n11p41.

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The purpose of this paper is threefold. Firstly, it provides business model researchers with a structured analysis of the research that is required to enable business model theories to be developed. A schema for analyzing existing research and for discerning the research required to move towards business model theory building is proposed. The importance of conceptual research along with deductive and inductive empirical research is emphasized. Secondly, the extant business model literature is analyzed according to the research schema to highlight current gaps in the research and the progress being made towards theorization. Thirdly, opportunities for future research are identified and thematically categorized to encourage progressive cycles of conceptual-deductive-inductive research and ultimately, theorizing. The need for business model theory building, both in relation to the business model concept per se and concerning the relationships between business models and other phenomena, is the basis of this article.

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28

Mathias, T. A. "Book Review: Business Ethics, Concepts and Cases." Management and Labour Studies 24, no. 1 (January 1999): 74–75. http://dx.doi.org/10.1177/0258042x9902400116.

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29

Molina Parra, Paula Andrea, Sergio Botero Botero, and Juan Nicolás Montoya Monsalve. "Family business: concepts and models for analysis." Revista científica Pensamiento y Gestión NA, no. 41 (June 15, 2016): 116–49. http://dx.doi.org/10.14482/pege.41.9704.

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30

Yahya, Bernardo Nugroho. "BUSINESS PROCESS REENGINEERING: CONCEPTS CAUSES AND EFFECT." Jurnal Teknik Industri 4, no. 2 (July 9, 2004): 102–10. http://dx.doi.org/10.9744/jti.4.2.102-110.

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Some people made a wrong concept about Business Process Reengineering (BPR). Some were misunderstanding about the BPR term. In other way, so many researches were introduced to describe a better definition about BPR. The thinking about concepts, causes, and effect of BPR will make a new perception about the term of BPR itself as a better methodology instead of the other Quality Management Methodology such as Total Quality Management (TQM), Just In Time (JIT), etc. This paper will mention the context of BPR in some of case study's journal.

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31

Pulitzer, Sidney, and Neil Baum. "Basic Financial Management Concepts for Physicians." Healthcare Administration Leadership & Management Journal 1, no. 3 (August 8, 2023): 108–11. http://dx.doi.org/10.55834/halmj.8127760927.

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Some physicians are uncomfortable with the concept of medicine as a business and find it unprofessional to participate in discussions regarding the business aspects of healthcare. Yet the inescapable reality is that medicine is a business that needs good management to be successful. Today, nearly 50% of medical schools offer combined MD/MBA degrees. As a result, recent medical graduates are better informed about the business component of healthcare.

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32

Urquhart, Bonnie S., and Waqar Haque. "Using Business Ontology to Integrate Business Architecture and Business Process Management for Healthcare Modeling." International Journal of Conceptual Structures and Smart Applications 6, no. 2 (July 2018): 18–41. http://dx.doi.org/10.4018/ijcssa.2018070102.

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Patient safety and quality of health care services continue to be an issue within healthcare organizations. Quality improvement of healthcare processes at a systems level requires a shared language so the system is well understood across and between business areas. Business ontology provides the ability to create a shared language which can be used to integrate business process management (BPM) and business architecture (BA) concepts to identify, prioritize, and plan system wide improvement. The effective application of this comprehensive management approach has been demonstrated using medication management services within a publicly funded Canadian healthcare organization. This article illustrates how the foundational ontology developed by the Global University Alliance and the related Business Process Management Ontology (BPMO) can be used to facilitate the integration of BA and BPM concepts to improve quality of medication management. The development of business artefacts resulted in a prioritized list of improvement initiatives and an action plan to implement and monitor the initiatives. The integration of BPM and BA using an ontology in a healthcare setting yields improved services at the systems level.

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33

Betzwieser, Benedikt, Philipp Landler, Borys Levkovksyi, Matthias Utesch, and Helmut Krcmar. "Designing a Business Game to Teach the Relationship Between Business Models and Business Processes." Communications of the Association for Information Systems 54, no. 1 (2024): 448–90. http://dx.doi.org/10.17705/1cais.05417.

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Business models (BMs) and business processes (BPs) both represent key concepts for research and practice, especially for information systems (IS) education. Understanding how these concepts are related is crucial as they directly affect each other. However, no teaching concept focusing on this relationship can be found in the literature. Using a business game (BG) could be a suitable solution given its characteristics. Therefore, our goal is to design a BG to teach IS students the relationship between BMs and BPs. Toward this challenge, we follow a design science research approach to construct the BG. Based on the evaluation results of our first design cycle, we introduce a revised set of 14 design requirements and eight design principles guiding our design process. Besides, we demonstrate a revamped instantiation of the BG using a revised set of 24 design features. We also conduct two evaluation episodes comprising an experiment and confirmatory focus groups to assess the artifact's conceptualization and instantiation, proving its utility. Finally, we present a nascent design theory for BGs teaching the relationship between BMs and BPs. Our work contributes to the knowledge base on BG design in the domain of BMs and BPs.

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34

Munksgaard, Kristin B., and David Ford. "The business actor and business management." IMP Journal 11, no. 2 (June 12, 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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Rábová, Ivana. "The formalisation of essential business knowledge using UML." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 53, no. 6 (2005): 165–72. http://dx.doi.org/10.11118/actaun200553060165.

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The most important priority in our knowledge driven society is the identification of improvement areas and utilization of information and communication technologies. Business knowledge is considerable resource of business competition advantage. The organisations have huge amount of data and using them with the connecting of people factor (knowledge and skill) is a big challenge for all business skateholders. Mainly my diagrams brings to this area an orderliness and recommended structure.The article deals with several UML class diagrams, which are used for business concepts modeling, especially for business resources, business events and business rules modeling. These concepts are the business concepts in which may be the knowledge stored in particular. The diagrams simplify the knowledge artefacts, clarify the knowledge content and formalize knowledge structure. It is presented some views at business concepts, business actors and their role, business events and contracts and business document and its distribution in structured form, which is graphical and understandable for everybody in business.

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Slimani, Thabet. "Concepts and Tools for Marketing Intelligence Development." International Journal of Innovation in the Digital Economy 4, no. 3 (July 2013): 15–34. http://dx.doi.org/10.4018/jide.2013070102.

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Business intelligence (BI) is a promising way which let companies to gather large amounts of data, accessing, analyzing that data, and presenting a high-level set of reports that condense the huge amount of that data so that they can make fundamental business decisions regarding business actors (customer, supplier, logistics…). To learn from the past and present time and anticipate the new market trends, many companies are adopting Business Intelligence (BI) tools and systems. There are numerous business intelligence tools to help managers in making the best decisions. The paper give some explanation of the concepts and the components of BI, benefits of BI, tools for BI, the implementation of business intelligence, and a proposal to combine BI and semantic Web. Additionally, the paper describes the popularity and the increase of data and information use from open sources (OS) and its impacts in competitive and marketing intelligence.

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37

Sebetci, Ozel, Mustafa Burak Gunay, and Esin Sebetci. "BUSINESS PROCESS MANAGEMENT (BPM) AND BUSINESS FLOW MANAGEMENT (WFM) APPROACH TO CONCEPTS." Ajit-e Online Academic Journal of Information Technology 9, no. 33 (October 5, 2018): 115–26. http://dx.doi.org/10.5824/1309-1581.2018.3.007.x.

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38

Lunce, Stephen E., and Stephanie A. M. Smith. "Business in the media: a pedagogical approach to understanding basic business concepts." International Journal of Innovation and Learning 2, no. 2 (2005): 210. http://dx.doi.org/10.1504/ijil.2005.006300.

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39

Fassin, Yves, Annick Van Rossem, and Marc Buelens. "Small-Business Owner-Managers’ Perceptions of Business Ethics and CSR-Related Concepts." Journal of Business Ethics 98, no. 3 (October 30, 2010): 425–53. http://dx.doi.org/10.1007/s10551-010-0586-y.

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40

Breslin, Dermot. "The Nascent Small Business: An Evolutionary Approach." International Journal of Entrepreneurship and Innovation 9, no. 3 (August 2008): 177–86. http://dx.doi.org/10.5367/000000008785096665.

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This paper expands on recent research, using an evolutionary approach to study entrepreneurship and drawing on related concepts from the cognitive- and learning-based schools. It develops a process model that can be used as a basis for future research into the study of nascent small businesses. Following a brief overview of Universal Darwinism, the paper proposes new definitions for the concepts of the replicator and interactor, and describes the evolution of these concepts through the mechanisms of variation, selection and retention for the nascent small business. Finally, implications for practitioners and directions for future research are discussed.

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Yermish, Ira, Virginia Miori, John Yi, Rashmi Malhotra, and Ronald Klimberg. "Business Plus Intelligence Plus Technology Equals Business Intelligence." International Journal of Business Intelligence Research 1, no. 1 (January 2010): 48–63. http://dx.doi.org/10.4018/jbir.2010071704.

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In this article the authors will show how the parallel developments of information technology at the operational business level and decision support concepts progressed through the decades of the twentieth century with only minimal success at strategic application. They will posit that the twin technological developments of the world-wide-web and very inexpensive mass storage provided the environment to facilitate the convergence of business operations and decision support into the strategic application of business intelligence.

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42

Mäkinen, Saku, and Marko Seppänen. "Assessing business model concepts with taxonomical research criteria." Management Research News 30, no. 10 (September 18, 2007): 735–48. http://dx.doi.org/10.1108/01409170710823458.

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PurposeThe purpose of this paper is to synthesize taxonomical criteria that can be used for assessing research constructs and assess current business model conceptualizations. The paper attempts to show how the criticism plaguing current business model conceptualizations could be removed with future conceptual development against these taxonomical criteria.Design/methodology/approachThe paper synthesizes taxonomical criteria and assesses current business model conceptualizations.FindingsThe results of the paper revealed that the current business model concepts comply poorly with the taxonomical criteria. The assessment of taxonomical compliance in this paper exposed major opportunities for enhancements in the existing conceptualizations of business model.Research limitations/implicationsThe findings of the paper outline novel avenues for future research in developing more coherent and rigorous business model conceptualizations.Practical implicationsThe practical implications of the paper are that current conceptualizations of a business model are at best incommensurate and at worst even misleading. This paper presents criteria that may be used in guiding the necessary caution and careful deliberation when practical application of the current business model conceptualizations is enforced.Originality/valueThe paper is original in that it establishes the taxonomical criteria, which may be used in research seeking to develop more sound and rigorous business model conceptualizations. To advance this new field the paper concludes that the taxonomical criteria can aid in the future research endeavors to design relevant business model conceptualizations.

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Matveeva, A. V. "Special Legal Mode of Business: Concepts and Types." Law and innovations 24, no. 4 (2018): 39–44. http://dx.doi.org/10.31359/2311-4894-2018-24-4-39.

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Küpper, Hans-Ulrich. "Business Ethics in Germany – Problems, Concepts, and Functions." Zeitschrift für Wirtschafts- und Unternehmensethik 8, no. 3 (2007): 250–69. http://dx.doi.org/10.5771/1439-880x-2007-3-250.

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Mandviwalla, Munir, and Anat Hovav. "Adapting business process redesign concepts to learning processes." Business Process Management Journal 4, no. 3 (September 1998): 186–203. http://dx.doi.org/10.1108/14637159810224304.

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Mcleod Jr., Raymond, and Kathy Brittain-White. "Incorporation of IRM Concepts in Undergraduate Business Curricula." Information Resources Management Journal 1, no. 1 (January 1988): 28–38. http://dx.doi.org/10.4018/irmj.1988100104.

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Semprebon, Elder, Melody de Campos Soares Porsse, Elis Cristina Gurak, and Flavia Dameto. "Explaining poverty and business with network concepts analysis." Business and Society Review 125, no. 3 (March 2, 2020): 311–27. http://dx.doi.org/10.1111/basr.12199.

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Piirainen, Kalle, Samuli Kortelainen, Kalle Elfvengren, and Markku Tuominen. "A scenario approach for assessing new business concepts." Management Research Review 33, no. 6 (May 21, 2010): 635–55. http://dx.doi.org/10.1108/01409171011050244.

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Grover, Varun. "Business process change: Reengineering concepts, methods and technologies." Long Range Planning 29, no. 4 (August 1996): 593–94. http://dx.doi.org/10.1016/0024-6301(96)81517-2.

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Mosmans, Andy. "Brand strategy: Creating concepts that drive the business." Journal of Brand Management 3, no. 3 (December 1995): 156–65. http://dx.doi.org/10.1057/bm.1995.42.

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