Relevant bibliographies by topics / Success in business

Academic literature on the topic 'Success in business'

Author: Grafiati
Published: 4 June 2021
Last updated: 30 July 2024

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Journal articles on the topic "Success in business"

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Tiwari, Vaishali, and Pooja Chaturvedi. "EFFECTIVE BUSINESS COMMUNICATION: KEY TO SUCCESS." BSSS Journal of Management 14, no. 1 (June 30, 2023): 41–59. http://dx.doi.org/10.51767/jm1405.

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Communication is the process of communicating thoughts or information from one person to another. We translate our ideas into effective communication when we do it in a straightforward manner. When two parties communicate, one acts as the transmitter and the other as the receiver. For a Business to succeed, effective communication is crucial. Without communication with its customers, employees, or other businesses, a business cannot function. Effective corporate communication is crucial because it builds brand recognition and client loyalty. It strengthens the bonds between management and employees. Effective business requires good communication. An organization, service, or product can be promoted with the use of business communication. The way business communicators interact with both internal and external users will determine how it grows. Businesses can connect with their linked parties through a variety of techniques, such as video conferencing, email, letters, presentations, in-person meetings, etc. Businesses operate in changing environments, where better decisions may be made through good communication. The goal of Business communication is the same as the goal of communication in general, which includes entertaining, influencing, informing, and educating. A business communication's goal must be consistent with the accomplishment of institutional and organizational goals, both formal and informal, including social This paper will cover the purposes of successful communication, strategies for effective business communication, and the effectiveness of business communication in the modern business world.
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Boyer, Cheryl M. "Business Success." Journal of Continuing Education in Nursing 18, no. 4 (July 1987): 140. http://dx.doi.org/10.3928/0022-0124-19870701-11.

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Pfann, Gerard A., Jeff E. Biddle, Daniel S. Hamermesh, and Ciska M. Bosman. "Business success and businesses’ beauty capital." Economics Letters 67, no. 2 (May 2000): 201–7. http://dx.doi.org/10.1016/s0165-1765(99)00255-4.

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De Klerk, S., and J. Kroon. "Business networking relationships for business success." South African Journal of Business Management 39, no. 2 (June 30, 2008): 25–35. http://dx.doi.org/10.4102/sajbm.v39i2.558.

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This study explored the context of business relationships in the networking practices of South African businesses. The objective of this study was to investigate the networking practices of Gauteng businesses and specific perceptions and experiences of business owners and managers on their business networking objectives. A multi-method design was used, which included qualitative research (focus groups) and quantitative research (structured questionnaire). Perceptions recorded amongst the participants indicated that business relationships are built for referrals and strategic networking connections. Different forms of business networking and different motivations behind the building of business networks were identified, such as profit, access to resources and improved efficiency. Different characteristics in terms of business relationships were identified and different age groups, group 1 (44 years and younger) and group 2 (older than 45 years of age) indicated that they felt differently about the number of connections in a network. This article can contribute to the business practice of networking and the awareness of business owners and managers in terms of the importance and influence of networking in their specific business.
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Sharma, Dr Virendra. "THE ROLE OF FINANCIAL MANAGEMENT IN ACHIEVING BUSINESS SUCCESS: A REVIEW OF LITERATURE." International Journal of Economics Finance & Management Science 08, no. 03 (March 12, 2023): 04–07. http://dx.doi.org/10.55640/ijefms-9118.

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Introduction: Financial management is crucial for small businesses, as it plays a vital role in their success. This study examines the impact of financial management practices on small business success. Methods: A survey was conducted with 100 small business owners to gather data on their financial management practices and business success. The data were analyzed using regression analysis to identify the relationship between financial management practices and business success. Results: The results indicate that financial management practices, including budgeting, cash flow management, and financial forecasting, have a significant positive impact on small business success. In particular, businesses that have better financial management practices are more likely to be profitable and experience growth. Discussion: These findings highlight the importance of financial management practices in small business success. Business owners who prioritize financial management are more likely to make informed decisions, avoid financial crises, and sustain long-term success. Conclusion: Small businesses that implement effective financial management practices are more likely to succeed. Business owners should focus on developing and improving financial management practices to ensure their businesses thrive.
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Savic, Ljiljana, Vladimir Radovanovic, and Ljubinko Savic. "Business success management." Mining and Metallurgy Engineering Bor, no. 2 (2015): 161–80. http://dx.doi.org/10.5937/mmeb1502161s.

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Houghton, Martin G. "Small business success." European Management Journal 7, no. 2 (June 1989): 221–22. http://dx.doi.org/10.1016/0263-2373(89)90066-2.

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Danes, Sharon M., and Patricia D. Olson. "Women's Role Involvement in Family Businesses, Business Tensions, and Business Success." Family Business Review 16, no. 1 (March 2003): 53–68. http://dx.doi.org/10.1111/j.1741-6248.2003.00053.x.

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This paper is based on a study of 391 family-business-owning couples where the husband is the business owner. The purpose of the study was to examine the work involvement of the wife in the business, the business tensions, and the impact of those tensions on family business success. Fifty-seven percent of wives worked in the business, 47% of whom were paid. Forty-two percent of wives were considered major decision makers. Having more than one decision maker in the business impacted certain types of inclusion tension. Business and family success outcomes varied by level of tensions. There was initial evidence of a threshold where business tensions begin to affect business success negatively.
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Kaiser, Eva Yasmine. "Small Business Success During 2020/2021." Scandinavian Journal for Leadership and Theology 10 (August 23, 2023): 277–98. http://dx.doi.org/10.53311/sjlt.v10.72.

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Change management, learning, agility, innovation, adaptability, and growth strategy are crucial elements for a business to stay open, serve its customers’ needs, and create cash flow to stay profitable during a time of crisis. One key aspect that affects how a business uses these elements to further its lifespan is the role of leadership. Some research has examined the areas of leadership and crisis. However, there appears to be a gap in research regarding the role of leadership in small businesses (Madanchian & Taherdoost, 2019; van Winkle et al., 2014). This paper aims to determine if there was a correlation between the servant leadership style and small business survival during the COVID-19 crisis of 2020/2021. This study used a quantitative research method to survey employees who work in small businesses in Germany. The study is highly relevant because small businesses are the backbone of many economies (World Bank, 2022), and other turbulences may be expected in the future. The results provide insights into the connection between servant leadership and sustainable business success during times of difficulty. In addition, the results may enable leaders in the future to navigate their businesses toward increased business sustainability, providing larger benefits for society. Lastly, the study discusses future opportunities for research in this area.
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ESWARAN, P. K., S. PRAKASH, DAVID D. FERGUSON, and KATHLEEN NAASZ. "LEVERAGING IP FOR BUSINESS SUCCESS." International Journal of Information Technology & Decision Making 02, no. 04 (December 2003): 641–50. http://dx.doi.org/10.1142/s0219622003000884.

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Businesses are faced today with the challenge of leveraging existing network infrastructures while evolving to technologies that will provide a positive impact on their business performance. Internet Protocol (IP) is a technology foundation that many companies have begun to leverage, but IP requires a more integrated strategy for seamless migration and the achievement of its full benefits. In this paper, we examine the creation of an Enterprise IP Strategy from a business impact and a technology point of view and provide factors to consider when developing this strategy. A framework considering business perspective and technology umbrella is presented to guide businesses to make the right choice for networking needs. IP is a common thread that runs through various systems and networks comprising enterprise IT infrastructure. In the last five years, virtually everyone from shipping clerks to CEOs has been touched by IP's influence. Hence, IP provides a strategic vantage point for building a sound enterprise networking strategy.
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Dissertations / Theses on the topic "Success in business"

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Krastev, Radostin, Mohamad Ahmad, Arkadiusz Puciato, and Radostin Krastev. "Military business success." Monterey California. Naval Postgraduate School, 2004. http://hdl.handle.net/10945/9920.

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Approved for public release; distribution is unlimited.
MBA Professional Report
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The Small Business Innovation Research (SBIR) program was created in 1982 to stimulate research and development among small businesses while providing the government innovative technical and scientific solutions to challenging problems. In SBIR, Phase I awards are made for research projects to evaluate the scientific and technical merit of an idea. Phase II awards are made to further develop selected Phase I projects that demonstrate the greatest potential. In Phase III commercialization occurs, however no SBIR funding is available. This research identifies and measures the variables that shape the success of the Naval Air System Command's (NAVAIR) SBIR program from the stakeholders' point of view. As different stakeholders have different perspectives on how they perceive success in this program, this study identifies the variables that shape the success of NAVAIR's SBIR program from the firms' viewpoint. To identify the variables that shape the success of NAVAIR's SBIR program from the firms' perspective, we conducted a qualitative research. The analysis and results were generated based on the interviewees' perceptions and responses. This study concluded with the factors influencing the success of the firms in the SBIR and from the findings several recommendations were made for the SBIR program and future research.
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Wallace, Jeffrey S. "Family-Owned Businesses: Determinants of Business Success and Profitability." DigitalCommons@USU, 2010. https://digitalcommons.usu.edu/etd/594.

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The purpose of this study was to examine many factors associated with family-owned businesses that lead to business success and profitability. The panel data used in this study came from the 1997 and 2000 waves of the National Family Business Study (NFBS). Many independent variables from the 1997 wave (e.g., age, gender, managerial activities, business size, home-based, business problems) were tested to predict business success and profitability (dependent variables), which were variables from the 2000 wave. Some of the descriptive analyses indicated that, compared to female managers, male managers perceived less business success, participated more in managerial activities, managed older businesses, experienced more business problems, and experienced fewer business cash-flow problems. Compared to businesses that are not home-based, home-based businesses reported less perceived business success, less business profitability, were smaller businesses, experienced fewer business problems, had fewer business liabilities, and had managers with poorer health and less education. Overall, the ordinary least squares regression analyses yielded results indicating that managerial activities, home-based businesses, business age, business problems, and business cash-flow problems were all statistically significantly associated with perceived business success. Business size was shown to be significantly associated with business profitability. Implications of the findings, limitations of the current study, and recommendations for future research were presented in the final section.
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Jonckheere, Michael. "Independent management consulting business success." Thesis, Pepperdine University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=1593127.

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The purpose of this study was to determine the key factors involved in operating a successful independent management consulting business. For those working in the independent management consulting industry or looking to begin, this study aimed to provide information to help define what success means and identify the most important contributors to achieving that success. The study gathered data via online survey and semi-structured interviews from people who have owned an independent management consulting business. Trends in the data were identified and compared with current research to determine the key factors in operating a successful independent management consulting business.

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Choi, Chung For. "Enhancing business process reengineering success." HKBU Institutional Repository, 1996. https://repository.hkbu.edu.hk/etd_ra/59.

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Vosloo, Abri. "Digital business strategy : critical business model components for digital business success." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52349.

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The current business landscape is vastly different from that of a decade ago, due to the continuous technological advancements influencing all aspects of business strategy. This digital evolution impacting organisations has increased the necessity for organisational leaders to incorporate new digital capabilities into their digital business strategies and the design of their digital business models. There is thus a need for organisations to design digital business models that enable them to not only remain competitive, but to also capitalise on the opportunities available to them in the new digital world. The findings of this research indicate that six business model components that were postulated to form part of a digital business model design are statistically significant in influencing the success of a digital business strategy. In addition, the results indicate the cumulative effect these business model components have in determining the success of the digital business strategy. Furthermore, the results enable the ranking of the various business model components regarding their importance in cumulatively influencing the success of the digital business strategy. Comparative and multivariate data analysis was conducted on 97 employees who operated on a strategic level within organisations, where a digital business strategy was present and/or where the organisation offered digital products and/or services to the market. As such, only middle to senior level employees who were involved with digital strategy development and execution formed part of the research.
Mini Dissertation (MBA)--University of Pretoria, 2015.
vn2016
Gordon Institute of Business Science (GIBS)
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Adamala, Szymon, and Linus Cidrin. "Key Success Factors in Business Intelligence." Thesis, Blekinge Tekniska Högskola, Sektionen för management, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-5773.

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Business Intelligence can bring critical capabilities to an organization, but the implementation of such capabilities is often plagued with problems and issues. Why is it that certain projects fail, while others succeed? The theoretical problem and the aim of this thesis is to identify the factors that are present in successful Business Intelligence projects and organize them into a framework of critical success factors. A survey was conducted during the spring of 2011 to collect primary data on Business Intelligence projects. It was directed to a number of different professionals operating in the Business Intelligence field in large enterprises, primarily located in Poland and primarily vendors, but given the similarity of Business Intelligence initiatives across countries and increasing globalization of large enterprises, the conclusions from this thesis may well have relevance and be applicable for projects conducted in other countries. Findings confirm that Business Intelligence projects are wrestling with both technological and nontechnological problems, but the non-technological problems are found to be harder to solve as well as more time consuming than their technological counterparts. The thesis also shows that critical success factors for Business Intelligence projects are different from success factors for IS projects in general and Business Intelligences projects have critical success factors that are unique to the subject matter. Major differences can be predominately found in the non-technological factors, such as the presence of a specific business need to be addressed by the project and a clear vision to guide the project. Results show that successful projects have specific factors present more frequently than nonsuccessful. Such factors with great differences are the type of project funding, business value provided by each iteration of the project and the alignment of the project to a strategic vision for Business Intelligence. Furthermore, the thesis provides a framework of critical success factors that, according to the results of the study, explains 61% of variability of success of projects. Given these findings, managers responsible for introducing Business Intelligence capabilities should focus on a number of non-technological factors to increase the likelihood of project success. Areas which should be given special attention are: making sure that the Business Intelligence solution is built with end users in mind, that the Business Intelligence solution is closely tied to company‟s strategic vision and that the project is properly scoped and prioritized to concentrate on best opportunities first. Keywords: Critical Success Factors, Business Intelligence, Enterprise Data Warehouse Projects, Success Factors Framework, Risk Management
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Jakes, Lyndabelle Virgil. "Success Strategies of Small Business Owners." Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10751428.

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In the United States, 20% of newly established small businesses, including small businesses in the life insurance industry, fail within 2 years, and over 50% of them fail during the first 5 years. The purpose of this multiple case study was to identify and explore the strategies that life insurance brokerage owners use to sustain business operations beyond 5 years. Porter’s 5 forces model served as the conceptual framework for exploring this subject matter. Owners of 3 separate small life insurance brokerage firms in Texas, who sustained their businesses beyond 5 years, participated in semistructured interviews. A secondary source of data was relevant company documents. Methodological triangulation and member checking assured the reliability and validity of the interpretations. Through thematic analysis and supporting software, 5 themes emerged: exceptional customer service, relationship-building, efficient promotional strategies, regular training of salespersons, and hiring the right employees. The application of the findings of the study could contribute to positive social change by reducing unemployment and thereby catalyzing an economic environment supporting employees, families, and communities.

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Turner, Susan Janet. "Success Factors of Small Business Owners." ScholarWorks, 2015. http://scholarworks.waldenu.edu/dissertations/1721.

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Small business owners represent 99.7% of all U.S. employer firms, employ half of the private sector employees, and provide 43% of the total U.S. private payroll. However, 50% of new small business startups fail within the first 5 years of operation. The purpose for this multiple case study was to explore what skills, knowledge, and strategies small business coffee shop owners use to succeed in business beyond 5 years. Systems theory, chaos theory, and complexity theory provided the conceptual framework for exploring the research question of this multiple case study. To identify and explore the factors for maintaining small business' operations, the population for this study was 3 small business owners of 3 coffee shops in Duval County, Florida who sustained their businesses for a minimum of 5 years. The data sources were semistructured interviews, the business' websites, social media information, and site visit observations. Based on methodological triangulation of the data sources, analytical coding, and analyzing the data using mind mapping and software, 3 themes emerged: owner networking and the business as a customer to customer networking venue, business plans' initial challenges and addressing subsequent changes, and a need for marketing differentiation. Potential implications for effecting positive social change include increasing the rate of small business success, and increasing the financial security for owners, employeees, employees' families, and their communities.
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Onyenego, Ovuefelomaloye. "Small Business Owners' Strategies for Success." Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10975877.

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Small businesses represent 99.7% of all employers in the United States and account for 63% of new jobs; however, 50% of small businesses fail within 5 years of operation. The purpose of this multiple case study was to explore strategies that some small restaurant owners used to succeed in business for longer than 5 years. The sample population for the study was the owners of 3 small restaurants in the northeastern region of the United States who have a minimum of 5 years’ experience in operating a successful business. Chaos theory provided the conceptual framework for the study. Data collection methods were semistructured interviews and review of company documents and archival records. Member checking of interview transcripts was used to strengthen the credibility, reliability, and trustworthiness of the findings. Based on the methodological triangulation of the data sources and using the van Kaam process, themes emerged. The principal themes that emerged were networking, customer satisfaction, and leadership. The findings from this study may contribute to positive social change by providing strategies that small business owners need to be successful and possibly improve the prosperity of the community and local economy.

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Onyenego, Ovuefelomaloye London. "Small Business Owners' Strategies for Success." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5925.

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Small businesses represent 99.7% of all employers in the United States and account for 63% of new jobs; however, 50% of small businesses fail within 5 years of operation. The purpose of this multiple case study was to explore strategies that some small restaurant owners used to succeed in business for longer than 5 years. The sample population for the study was the owners of 3 small restaurants in the northeastern region of the United States who have a minimum of 5 years' experience in operating a successful business. Chaos theory provided the conceptual framework for the study. Data collection methods were semistructured interviews and review of company documents and archival records. Member checking of interview transcripts was used to strengthen the credibility, reliability, and trustworthiness of the findings. Based on the methodological triangulation of the data sources and using the van Kaam process, themes emerged. The principal themes that emerged were networking, customer satisfaction, and leadership. The findings from this study may contribute to positive social change by providing strategies that small business owners need to be successful and possibly improve the prosperity of the community and local economy.
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Books on the topic "Success in business"

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Groucutt, Jonathan. Business Degree Success. London: Macmillan Education UK, 2008. http://dx.doi.org/10.1007/978-1-137-06149-2.

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Groucutt, Jon. Business degree success. New York: Palgrave Macmillan, 2008.

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Paul, Foley, and Green Howard, eds. Small business success. London: Chapman, 1989.

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M, Bosman Ciska, and National Bureau of Economic Research., eds. Business success and businesses' beauty capital. Cambridge, MA: National Bureau of Economic Research, 1997.

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Hofer, Markus B., and Bernhard Ebel, eds. Business Success in China. Berlin, Heidelberg: Springer Berlin Heidelberg, 2007. http://dx.doi.org/10.1007/978-3-540-34615-9.

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Great Britain. Manpower Services Commission., ed. Business success through people. Sheffield: Manpower Services Commission, 1986.

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Lougheed, Lin. Success with business words. New York: Kaplan Educational Centers/Simon & Schuster, 1998.

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Ian, Thompson, ed. Contracting for business success. London: T. Telford, 1998.

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Alireza. Business Success. Llumina Press, 2011.

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Schwab, Charles M. Business Success. Sound Wisdom, 2021.

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Book chapters on the topic "Success in business"

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Szőcs, Ilona, and Bodo B. Schlegelmilch. "Business Success Revisited: What Constitutes Business Success?" In Rethinking Business Responsibility in a Global Context, 33–44. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-34261-6_3.

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Patel, Alpesh B., and Hemendra Aran. "What business process outsourcing means." In Outsourcing Success, 7–28. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230512535_2.

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Beehner, Christopher G. "Sustainable Business." In Spirituality, Sustainability, and Success, 209–49. Cham: Springer International Publishing, 2024. http://dx.doi.org/10.1007/978-3-031-47643-3_7.

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Agarwal, Anurag K. "Success Stories." In Doing Business in India, 21–33. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-16-9045-7_3.

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Groucutt, Jonathan. "Introduction." In Business Degree Success, 1–11. London: Macmillan Education UK, 2008. http://dx.doi.org/10.1007/978-1-137-06149-2_1.

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Groucutt, Jonathan. "Team Working." In Business Degree Success, 131–38. London: Macmillan Education UK, 2008. http://dx.doi.org/10.1007/978-1-137-06149-2_10.

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Groucutt, Jonathan. "Presentation Skills." In Business Degree Success, 139–48. London: Macmillan Education UK, 2008. http://dx.doi.org/10.1007/978-1-137-06149-2_11.

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Groucutt, Jonathan. "Examinations." In Business Degree Success, 149–74. London: Macmillan Education UK, 2008. http://dx.doi.org/10.1007/978-1-137-06149-2_12.

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Groucutt, Jonathan. "Managing Dissertations." In Business Degree Success, 175–93. London: Macmillan Education UK, 2008. http://dx.doi.org/10.1007/978-1-137-06149-2_13.

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Groucutt, Jonathan. "What’s Next for You?" In Business Degree Success, 194–98. London: Macmillan Education UK, 2008. http://dx.doi.org/10.1007/978-1-137-06149-2_14.

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Conference papers on the topic "Success in business"

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Jusuf, K. E. K., and A. Gamal. "Atmospheric design in business success." In INTERNATIONAL CONFERENCE ON EMERGING APPLICATIONS IN MATERIAL SCIENCE AND TECHNOLOGY: ICEAMST 2020. AIP Publishing, 2020. http://dx.doi.org/10.1063/5.0006689.

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Hamdani, Nizar Alam, Miswan Roges Naibaho, and Anggun Oktavia. "Does Creativity Determine Business Success?" In 6th Global Conference on Business, Management, and Entrepreneurship (GCBME 2021). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220701.032.

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Szedmina, Livia, Piroska Stanic Molcer, Janos Simon, and Zlatko Covic. "Clicking for business English success." In 2015 IEEE 13th International Symposium on Intelligent Systems and Informatics (SISY). IEEE, 2015. http://dx.doi.org/10.1109/sisy.2015.7325401.

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McAllister, Michael. "Success factors of Business Intelligence." In 2009 6th IEEE International Working Conference on Mining Software Repositories. MSR 2009. IEEE, 2009. http://dx.doi.org/10.1109/msr.2009.5069473.

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Steenhuis, Harm-Jan, and Xin Fang. "Business Accelerator Success in Hawaii." In 2023 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2023. http://dx.doi.org/10.23919/picmet59654.2023.10216893.

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Pachón-Palacios, Martha Lucia, and J. Divitt Ed Velosa-Garcia. "Entrepreneurial Competencies for Business Success." In 14th International Conference on Industrial Engineering and Operations Management. Michigan, USA: IEOM Society International, 2024. http://dx.doi.org/10.46254/an14.20240548.

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Bordeleau, Fanny-Eve. "Relevance of Success Factors: Exploration of Digital Change Success." In 2020 IEEE 22nd Conference on Business Informatics (CBI). IEEE, 2020. http://dx.doi.org/10.1109/cbi49978.2020.00026.

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Kassim, Erne Suzila, and Husnayati Hussin. "Investigating government-to-business system success." In the 3rd International Conference. New York, New York, USA: ACM Press, 2009. http://dx.doi.org/10.1145/1693042.1693078.

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Cimbálníková, Lenka. "Company Expectations And Business Success Factors." In 4th BEci International Conference on Business and Economics 2017. Cognitive-crcs, 2017. http://dx.doi.org/10.15405/epms.2017.06.4.

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Trukhanov, Dmitry. "The Mathematical Structure Of Business Success." In IV International Scientific Conference "Competitiveness and the development of socio-economic systems" dedicated to the memory of Alexander Tatarkin. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.04.36.

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Reports on the topic "Success in business"

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Bosman, Ciska, Gerard Pfann, Jeff Biddle, and Daniel Hamermesh. Business Success and Businesses' Beauty Capital. Cambridge, MA: National Bureau of Economic Research, July 1997. http://dx.doi.org/10.3386/w6083.

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Bennett, Parris. Small Business success with Information Systems. Ames (Iowa): Iowa State University, January 2021. http://dx.doi.org/10.31274/cc-20240624-1294.

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Aldrich, Susan. Three Steps to Success in Cross-Business Interactions. Boston, MA: Patricia Seybold Group, September 2003. http://dx.doi.org/10.1571/ii9-18-03cc.

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Keels, Eric. Risky Business: Assessing the Success of Investments in Somalia. One Earth Future, August 2019. http://dx.doi.org/10.18289/oef.2019.040.

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Van Den Top, Tricia A. Small Business Programs: Benefits, Barriers, Bridges and Critical Success Factors. Fort Belvoir, VA: Defense Technical Information Center, May 2009. http://dx.doi.org/10.21236/ada501282.

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Smith, Roland, Michael Campbell, Sunil Puri, Anand Chandrasekar, and Sophia Zhao. Developing Next-Generation Indian Business Leaders: The Keys to Success. Center for Creative Leadership, 2017. http://dx.doi.org/10.35613/ccl.2017.2050.

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"When you ask chief learning officers to list their biggest challenges, “developing next-generation leaders” almost always shows up in the Top 3. The need for a strong cadre of next-generation leaders is further accentuated in India because of hectic economic activity in recent years — activity that has presented large and diverse yet complex business opportunities. The next-generation leader therefore becomes a critical link, not only to fulfill local and global aspirations of Indian companies, but also to help global organizations better understand the Indian market opportunity."
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Seybold, Patricia. Five Steps to Success in Designing a Customer-Centric Business. Boston, MA: Patricia Seybold Group, February 2010. http://dx.doi.org/10.1571/bp02-04-10cc.

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Hurst, Jessica L., Jihyeong Son, Linda S. Niehm, Ann Marie Fiore, and Amrut Sadachar. The Impact of Entrepreneurial Management on Business Success of Small Retail Firms. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-878.

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Powers, Jennifer, and Barbara Magnoni. Pure Perseverance: A Study of Women's Small Businesses in Colombia: Understanding Success Factors of Women's and Men's Small Businesses in Bucaramanga, Colombia. Inter-American Development Bank, January 2013. http://dx.doi.org/10.18235/0009125.

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Supporting women's businesses has become a topic of growing interest to governments and mainstream development institutions in recent years. Declarations to address women's unequal access to economic opportunity at the G-20 Summit, the development of UN Women, and the Goldman Sachs 10,000 Women Initiative reflect that mainstream institutions are adopting a role in improving women's economic opportunities throughout the developed and developing world. This study aims to inform thinking around these initiatives, using a detailed case study in Colombia as a basis. We begin by posing the question, why support women's businesses as opposed to all small businesses in a developing country, arguing that there are multiple potential reasons including economic development, investment in families and promoting gender equality. We then discuss some of the success and failure factors that our case study identifies in women's and men's businesses and link these to potential interventions that can best serve women entrepreneurs. This understanding feeds into a parallel objective, to evaluate a business training and business strengthening program for women with small businesses in several cities in Colombia: Mujeres ECCO . Our study combines primary data analysis from the databases of the Chambers of Commerce of Bucaramanga and Cartagena with interviews with 120 small business owners as well as participants in the Mujeres ECCO program to gain further insight into the differences between men's and women's and successful and unsuccessful businesses and the factors influencing those differences, and to better understand how one program worked to specifically address women's business needs. These were complemented by a literature review and focus group discussions and interviews with business owners and stakeholders in Mujeres ECCO and other programs.
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Nascimento, José Rente. Forest Business Environment Attractiveness: Comparison of Key Latin American Countries. Inter-American Development Bank, June 2006. http://dx.doi.org/10.18235/0006882.

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This presentation, directed to private sector investors from Finland, is about the investment climate for sustainable forest businesses in selected Latin American countries. The Forest Investment Attractiveness Index (IAIF) and the Process to Improve the Business Climate for Forest Investment (PROMECIF) were also discussed as tools to measure and help to improve the climate. The IAIF allows the systematic, periodic, quantitative and more rigorous analyses of the factors that affect the success of forest direct investment and business decision-making. This presentation was created for the AEL FinPRO Seminar "The Opportunities for the Forest Industry in Latin America," held in Helsinki, Finland on June 8th, 2006.
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