Relevant bibliographies by topics / Success in business Queensland

Academic literature on the topic 'Success in business Queensland'

Author: Grafiati
Published: 10 December 2022
Last updated: 29 January 2023

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Journal articles on the topic "Success in business Queensland"

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Ness, Karen. "Small Business Success Factors in Regional Queensland." Small Enterprise Research 12, no. 2 (January 2004): 1–22. http://dx.doi.org/10.5172/ser.12.2.1.

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Perkins, Rachel, and Catheryn Khoo-Lattimore. "Friend or foe: Challenges to collaboration success at different lifecycle stages for regional small tourism firms in Australia." Tourism and Hospitality Research 20, no. 2 (March 26, 2019): 184–97. http://dx.doi.org/10.1177/1467358419836719.

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Small tourism businesses are essential to Australia’s economy and development, particularly in regional and rural areas, where a majority of these firms are located. It is important to understand the operation of regional small tourism business, to create strategies for their sustained success into the future. This research paper explores collaboration as an operation of small tourism businesses, by understanding the extent to which small tourism firms face challenges in collaborating at different stages of their business life cycle, and how these challenges to collaboration can be overcome. Collaboration is the selected concept examined within this study as it exposes businesses to shared knowledge, resources, marketing, and capabilities, which these businesses alone would not typically possess. To understand this further, reponses about collaborative behavior were gathered from 24 small tourism operators/managers from The Granite Belt region in South-East Queensland, Australia. Tourism operators recognized several hindrances to successful collaboration: (1) a limited understanding of what collaboration is and how it can be enacted, (2) the informal nature of current collaborations, (3) unbalanced efforts from stakeholders within the collaborations, (4) competition between stakeholders, (5) differing opinions of collaborating businesses, and (6) perceived failure or misdirected leadership from local governing bodies. Using these challenges, a framework was developed that makes recommendations to tourism scholars, organizations, operators, and local councils on how to overcome these hindrances by improving communication, formalizing selected collaborative efforts, and reporting on collaborations.
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Frawley, Jodi. "State investment in science and entrepreneurship for environmental change in Queensland, 1912–16: The story of Cactus Estates Ltd." Queensland Review 23, no. 1 (May 31, 2016): 2–19. http://dx.doi.org/10.1017/qre.2016.3.

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AbstractGovernments across the globe use public–private partnerships to foster entrepreneurship while limiting their risk. The Prickly Pear Destruction Act 1912 enabled the Queensland government to enter contracts with private entities for land heavily covered with prickly pear (Opuntia and Nopalea species). The story of Cactus Estates Ltd, the first negotiation under the Act, provides an opportunity to analyse this response to local ecologies changed by nineteenth-century plant transfers. Most scholarship on the invasion of prickly pear focuses on the science of entomology due to the spectacular success of the introduction of Cactoblastis cactorum in 1926. This article examines an earlier period in the history of applied science in Queensland. The Queensland government, along with scientific and business communities, pursued poisons for controlling the density of plant growth as the preferred mechanism for eliminating plants. Cactus Estates Ltd experimented with arsenic-based poisons for this purpose. An examination of Cactus Estates Ltd provides evidence of the state's willingness to produce a multifaceted approach to dealing with invasive species in Australia in the early twentieth century.
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Mccowan, Col, Wendy Harper, and Kim Hauville. "Student E-Portfolio: The Successful Implementation of an E-Portfolio across a Major Australian University." Australian Journal of Career Development 14, no. 2 (July 2005): 40–51. http://dx.doi.org/10.1177/103841620501400208.

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In 2002, a project team was established at the Queensland University of Technology (QUT) to build and implement an e-portfolio for each of the 40,000 students. Its success depended on adopting a systemic approach where access was made available to students as a routine part of their life at QUT. The project team adopted a comprehensive model, so the system could meet a variety of purposes and audience needs and it was customised to integrate with existing QUT systems. Business requirements were commissioned and the project was implemented in manageable steps interspersed with trials and feedback. The underlying philosophy, decisions made, steps taken, feedback and future developments are outlined.
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Nelson, B. S., and E. Robinson. "Critical success factors of a whole of business extension approach for increased capacity of beef producers and improved enterprise profit and sustainability." Rangeland Journal 31, no. 1 (2009): 61. http://dx.doi.org/10.1071/rj08059.

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The ‘Research to Reality Project’ assisted beef producers in the Burdekin catchment of north Queensland to develop practical responses to a range of production and grazing land management challenges. The project involved three groups of beef producers encompassing 19 enterprises, 680 000 ha of land and the management of 162 000 cattle. The project was founded on a continuous improvement and innovation approach, and included an employed industry champion and multi-disciplinary project team who used a range of extension methods to identify, develop and implement on-property projects. Extension methods included one-on-one property planning activities, economic benchmarking, land condition assessments, on-property demonstrations, structured learning workshops and information products. The value of project evaluation to producers and the project staff is discussed. Further, the link between increased profitability and better land management was established for many producers. This learning is reflected in the uptake of recommended grazing practices and the decisions producer participants are now making about their grazing business.
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Gray, Andrew, and Tony Peloso. "Building leadership capability in a rapidly growing organisation." APPEA Journal 53, no. 2 (2013): 466. http://dx.doi.org/10.1071/aj12077.

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A major challenge for Arrow Energy has been balancing rapid growth while continuing to operate as an effective business. To meet this challenge, this extended abstract looks at one of the strategies: a leadership program designed in co-operation with Queensland University of Technology (QUT). The leadership program aims to establish a leadership culture that drives company performance and facilitates change, develops leadership networks to support Arrow's business objectives, and strengthens the talent pool to help in succession planning through commitment to individual development. Two programs were custom designed by QUT and launched in 2012: one for senior leadership and the other for emerging leaders at Arrow. Careful participant selection was vital to the program's success. Both programs were designed to provide participants with a highly experiential learning approach, far removed from traditional training programs they had previously attended. Participants were immersed in exploring real issues and challenges facing the company, as well as looking at how well their leadership approach fitted the needs of a rapidly growing organisation. The course design and use of innovative learning experiences have made the program successful. An important measure of this success has been the leadership development of each individual and the establishment of strong informal networks that are part of a mature organisation. Transfer of learning to the workplace was achieved by immersion in team-based leadership project initiatives, which reinforced the major theme of the program: leadership is a journey that requires sustained focus and development.
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Turner, Bernadette. "Mary Mayne: Matriarch and Colonial Businesswoman." Queensland Review 11, no. 1 (April 2004): 39–64. http://dx.doi.org/10.1017/s132181660000355x.

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Mary Mayne was the mother of Mary Emelia and James Mayne, two of the most significant benefactors to The University of Queensland, and the impulse for their philanthropy can partly be traced directly to her. She was an extremely successful businesswoman in colonial Brisbane, yet her business achievements have been overlooked by assumptions that the family's wealth came only from the foundations laid by her husband, Patrick — even though it was her fortune, as well as his, which funded her children's final bequests to the university. By the time of Patrick's death in August 1865, Mary was experienced in business, which was unusual for married women during this era. Her experience and skills enabled her to take over the administration of his estate and, despite his debts, to preserve most of his property holdings. At the same time, she amassed her own fortune. Although she faced a number of hurdles, her success proves that widows with skills and assets were able to operate as effectively as men in the commercial world, and undermines simplistic assumptions about the impact of gender discriminatory barriers in colonial society.
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Simpson, Walter, Mark Greene, Sean O'Donnell, Michelle Zaunbrecher, Warwick King, and Steve Ciccone. "Safety leadership and collaboration in the Queensland natural gas exploration and production industry." APPEA Journal 56, no. 2 (2016): 548. http://dx.doi.org/10.1071/aj15054.

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The industry in Queensland operates within a common geographical area and uses similar technologies with common hazards and risks. In terms of safety companies must be seen as one industry and not separate entities. As a result, collaboration on safety is a natural outcome, and in 2014 this led to the creation of the Queensland Natural Gas Exploration & Production Industry Safety Forum (known as Safer Together), an inclusive member-led organisation of a range of operating and contract partner companies. Initial emphasis was on the set-up/organisation and getting early engagement. With more than 80 companies signed up as members in the first 12 months, Safer Together made a strong start. The emphasis has now switched to delivery, and with all member companies feeling the strain of the industry downturn, working together has never been so crucial to ensure that safety is never compromised. This extended abstract presents a case study of what Safer Together is learning about the fundamental prerequisites required to ensure long-term sustainability and the success of the forum. Challenges discussed include: maintaining and increasing membership in tough times; ensuring senior leaders continue to be actively engaged, regardless of other business pressures; ensuring simple solutions don’t become too difficult to implement when rolled out to many different companies; avoiding initiative overload; and, demonstrating tangible value to member companies. This is not an easy journey, and more challenges lie ahead. But the enormous safety benefits make it the right thing to do as an industry.
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Peacock, Jonathon. "PESA 2014 business review." APPEA Journal 55, no. 1 (2015): 189. http://dx.doi.org/10.1071/aj14014.

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This review looks back at 2014 from a business context and considers where the Australian petroleum industry will be placed in 2015. Globally, there were a number of major developments in 2014. These included new supply sources (e.g. PNG LNG), exploration successes (e.g. Brazil), and evolving energy export policies that have been set to change the market (e.g. US, OPEC). Russia agreed to a major gas supply agreement with China, and access to talent remained an issue. In Australia, there were a number of developments that shaped the business agenda, including: Capital projects—Prelude, QCLNG, and many others—achieved major milestones such as first LNG production. There were ongoing cost increases in capital projects. From a tax perspective, the Petroleum Resource Rent Tax (PRRT) was not renounced, and a decision was made on Browse royalties. Operators were busy with commissioning teams and preparing to operate new assets. Boards debated capital management, notably the AU$200 billion of projects in pre-FID and asset divestments. Exploration, notably for onshore east coast regulations in NSW and Victoria. The opening of the Wallumbilla gas supply hub in Queensland, in March 2014. 2015 will be an important period for the industry in Australia. For instance, the price of oil will be under pressure due to the changing global market forces for energy. Operators will have to work hard in 2015 as they commission large new facilities, reduce costs, and improve plant reliability. Also, the regulatory agenda will be focused on exploration, and balancing domestic and export market forces.
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Phelps, David, and Dana Kelly. "Overcoming drought vulnerability in rangeland communities: lessons from central-western Queensland." Rangeland Journal 41, no. 3 (2019): 251. http://dx.doi.org/10.1071/rj18052.

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Drought and climate variability are an increasing global problem, especially in rangelands which may lack robust socioeconomic systems. Vulnerability is being applied in drought and climate change policy theory, by describing exposure and sensitivity factors, and adaptive capacity. In this paper we examine these vulnerability factors in central-western Queensland (CWQ), Australia, as a case study to test the idea that vulnerability and resilience must be considered together to build strong and enduring rangeland communities. The region’s economy and employment are strongly coupled with rain-fed agriculture. Drought is a key risk to CWQ communities, with 13 extended droughts recorded since 1898. The region has been officially in drought since 2013 following well below-average rainfall, and remains in drought in 2019. The impact has led to reductions in town business turnover of 30–60%, loss of livelihoods and outmigration of 20%. Outmigration corresponds to the recent periods of drought. Social networks have been destabilised, highlighting that the cascading impacts of drought are complex, interrelated and affect the whole community. Regionally led responses have helped to re-build social cohesion, provide mental health support and stimulate economic activity and employment. These actions provide examples of a systemic, whole-of-community approach, that (1) captures place-based advantages; (2) enhances internal and external socioeconomic networks; (3) engages meaningfully through multi-level consultation; and (4) seeks to build sustained financial investment. A common theme of success is partnerships which provide external support for regionally-identified issues and solutions. There has been considerable investment of public, philanthropic and private funds in drought relief and infrastructure programs. This has occurred through a whole-of-community approach, and suggests a move towards policy which aims to build long-term regional resilience. CWQ has linked vulnerability and resilience by asking of both internally and externally led drought relief ‘will this action build or undermine community resilience’. This approach could also be applied to the design of drought policies and responses in other rangeland regions.
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Dissertations / Theses on the topic "Success in business Queensland"

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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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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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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)
MBA
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Genade, Marius. "Defining key success criteria to measure project success for Warehouse management system implementations." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/95589.

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Thesis (MBA)--Stellenbosch University, 2012.
The storage and distribution of goods in warehouses have been around for centuries. Information systems and technology have enabled business to run various different functions, like accounting, successfully. Companies soon realised the additional benefits technology can bring to their operations. Increase in product throughput and increase in product range are some of the examples that add additional complexity to the warehousing and distribution functions. In order to cater for the additional complexity, to gain improved customer service levels and gain a strategic advantage in delivering the right product, in the right place at the right time, companies are implementing warehouse management systems (WMS). However, the WMS implementations are complex and involve various different stakeholders. Failed WMS implementations can negatively affect the operations. There are many risks associated with the WMS implementations and many companies have had to issue profit warnings in the past due to failed implementations. Various viewpoints on project success exist but this research report has aimed to provide a framework of key success criteria which organisations can use to evaluate the success of their implementation. Since WMS are generally rolled-out across various sites within a specific supply chain, measuring and evaluating the success of the first project can guide the project team to achieve more project success in the future, eliminating the risks associated with failed implementations. This study clearly defines the difference between project success, project management success, critical success factors and key success criteria. Literature on the topic is limited and therefore this study looked at various sources like peer-reviewed literature, popular literature and case studies. The findings of the report indicate that there is a list of ten different key success criteria which organisations can focus on in order to measure and improve their project success. Taking ownership, change management, managing stakeholder expectations, communication, training and testing are some of the key success criteria that were identified. This study concludes by presenting a framework which organisations can use to measure the success of their WMS implementation.
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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 Queensland"

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

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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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Business dynamics equals business success. Nepean, Ont: Young Enterprisers, 1990.

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Pincott, Jena. Success. New York: Diversified Publishing, 2007.

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Real estate agency law in Queensland. Sydney: Law Book Co., 1985.

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

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Kaplan Educational Centers (Firm : New York, N.Y.), ed. Success with business words. New York: Kaplan Educational Centers/Simon & Schuster, 1998.

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

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Psychology for business success. Santa Barbara, California: Praeger, 2013.

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Book chapters on the topic "Success in business Queensland"

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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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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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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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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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Groucutt, Jonathan. "Important First Steps to Success." In Business Degree Success, 12–42. London: Macmillan Education UK, 2008. http://dx.doi.org/10.1007/978-1-137-06149-2_2.

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Conference papers on the topic "Success in business Queensland"

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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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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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Hayden, F. "Success through people." In IEE Colloquium: 'Activate Human Resources and Transform Your Business'. IEE, 1998. http://dx.doi.org/10.1049/ic:19980606.

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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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Brinkman, Mees. "Student Success Prediction in International Business." In 3rd International Conference on Advanced Research in Education. ACAVENT, 2021. http://dx.doi.org/10.33422/3rd.educationconf.2021.03.220.

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Reports on the topic "Success in business Queensland"

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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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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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Lerner, Josh, and Ulrike Malmendier. With a Little Help from My (Random) Friends: Success and Failure in Post-Business School Entrepreneurship. Cambridge, MA: National Bureau of Economic Research, March 2011. http://dx.doi.org/10.3386/w16918.

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Asif, Vered, and Charles Palus. Exploring shared value: Use inter-organizational networks as a strategy for business success and positive societal impact. Center for Creative Leadership, May 2014. http://dx.doi.org/10.35613/ccl.2014.1024.

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Kalp, Trent, Cory Schemm, and Jim Strauss. Promoting Enterprise Success within Team Based Entities in Hierarchical Organizations: A Study of Business Systems Modernization (BSM) Initiatives at Defense Supply Center Richmond (DSCR). Fort Belvoir, VA: Defense Technical Information Center, December 2006. http://dx.doi.org/10.21236/ada460410.

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