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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Chandragiriwar, Dr Pravin M. "MANAGE YOUR SUCCESS OF BUSINESS." YMER Digital 21, no. 03 (March 5, 2022): 64–67. http://dx.doi.org/10.37896/ymer21.03/08.
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The success of any business starts with how well you are able to manage yourself. Some useful tips for self management. Before you have even started your business, start developing a leadership vision. The responsibility for the growth you wish to achieve in your businesses, squarely lies on your shoulder. The benefit that is likely to accrue by implementing the decision and come out a winner. When you start a business, failure can be an important part of learning and growing. Unnecessary meetings, interruptions and inefficiency may sap you of your energy, leaving a little for the important aspects of business. Create an environment where people have the opportunity to increase their skills and are rewarded for doing so that. To be succeeding in business today, you have need of to be flexible and have good planning and organizational skills. Many people start a business thinking that they turn on their are computers or open the doors and start making money, One and only to find that making money in a business is much more difficult than they are thinking. You can continue away from this in your business ventures by taking your time and planning out all the necessary stepladder you need to achieve success. Anything type of business you want to start, using the following nine strategy can help you be successful in your project.
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Omri, Anis, Maha Ayadi Frikha, and Mohamed Amine Bouraoui. "An empirical investigation of factors affecting small business success." Journal of Management Development 34, no. 9 (September 14, 2015): 1073–93. http://dx.doi.org/10.1108/jmd-07-2013-0088.
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Purpose – The purpose of this paper is to develop a mediational model of small businesses success. In this paper, the authors investigate how the human, social, and financial capital of entrepreneurs influences the capacity of small business to succeed. The objective through this model is to demonstrate that it is through the process of innovation these capitals are converted into success. Design/methodology/approach – The paper suggests an original, conceptual framework for how small businesses can succeed. Findings – To validate this mediational model, the authors used the conditions/steps proposed by Baron and Kenny (1986). Research limitations/implications – The results of this study have implications for both research and practice. This study provides a new contribution to the existing literature by introducing the innovation in the explanation of the links between these capitals and small business success, i.e. business with greater access to human and financial resources are more likely to undertake an innovation, which, in turn, ensures small business success and access to more financial capital facilitates the pursuit of resource-intensive success strategies because, it is argued, that slack resources can be used for experimentation with new strategies and practices, allowing the business to pursue new opportunities of success. Practical implications – The proposition is consistent that managers with considerable human capital, social, and finacial capital know where to look for opportunities, can more accurately assess the value of potential opportunities, and have the ability to exploit these opportunities, which encourages innovation. It is this innovation that then facilitates small business success. These resources are important to achieve small business success, but primarily because they encourage innovation, and it is the innovation that drives the small business success. Originality/value – In this paper, the authors extend the entrepreneurial literature by developing a mediation model of small business success. To the authors’ knowledge, it is the first study that examined the indirect effect of human, social, and financial capital of entrepreneurs on small business success through the mediation of innovation. This model has the indirect effect of human, social, and financial capital on success through their impact on innovation, i.e., through the innovation process such capital is converted into success.
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Eschker, Erick, Gregg Gold, and Michelle D. Lane. "Rural entrepreneurs: what are the best indicators of their success?" Journal of Small Business and Enterprise Development 24, no. 2 (May 15, 2017): 278–96. http://dx.doi.org/10.1108/jsbed-07-2016-0112.
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Purpose New small businesses are the cornerstone of many small rural communities. They provide needed products and services, new opportunities for employment, and general vitality. The economic impact these businesses have on their town and county are important indicators of an area’s success. The purpose of this paper is to examine newly started small businesses that are within three or four years of age or less, and examine factors that may have led to their success or failure. Here, sources of advice, means of financial support, and background experience of the firm’s founder have been found to be correlated with the business success. Design/methodology/approach The analysis using Probit regression yielded four models wherein female owners, family help with a business and Hispanic ownership had significant models predicting performance all of these were negative relationships. The factors correlated with business success as proposed are presented. Of course correlation does not imply causation, which means that the authors cannot be sure that a factor that is associated with business success will lead to business success. But, this is an important first step in determining whether there are significant differences between successful and unsuccessful businesses. Findings The findings showed that experience with previous business ownership had a distinct impact and the marketing efforts were also important for profitability. The other factors were not significant. A second phase to the analysis using Probit regression yielded four models wherein female owners, family help with a business and Hispanic ownership had significant models predicting performance all of these were negative relationships. This represents the difficulties that are encountered with these groups in garnering the support and financial means they need to succeed. It was also interesting that the use of a business plan did not help the businesses succeed. Research limitations/implications Using a Probit Regression and χ2 analysis of the data is the most appropriate and accurate analysis for a date set of this type. There is much more to be accomplished with rural entrepreneurship and the use of these techniques would be appropriate for this type of data. Practical implications Business plans are important for the business founder to predict potential costs and profits. In this study however, the authors did not find that having a business plan differentiated business’s performance. If it can be replicated, it will be important to find out what is unique about rural areas that lead to this finding. If business plans do not help, then what type of preplanning will help? If this finding is correct, business development agencies may wish to cut back resources devoted to writing a business plan, and devote them to other areas. Being a member of business network group also is not associated with business success. Social implications The growth of rural entrepreneurial businesses is well documented. These businesses provide many social impacts to the local community not only by providing products or services need but also by providing employment. This research is imperative to providing the best success plan for these businesses as the proliferate. Originality/value There has been very little research on rural entrepreneurship. This study takes a unique look at a rural community and the success or failure of their businesses over a one-year period when most small businesses succeed or fail. There is much more to be done on examining the tools they need to be successful.
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Festyana, Ferly. "Coolhouse.id Business Success Analysis." International Journal of Applied Business and International Management 7, no. 2 (August 20, 2022): 1–13. http://dx.doi.org/10.32535/ijabim.v7i2.1655.
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Knowledge of entrepreneurship is essential for business people who want to start or develop their business ventures. This study aims to analyze the success of Coolhouse.id's business in terms of internal factors, namely the entrepreneurial characteristics of the owner. This study used a qualitative approach with case study research. The data was collected using observation techniques, interviews, and documentation. The analysis results show that the characteristics of entrepreneurs have a significant role in the success of Coolhouse.id's business. Creative and innovative factors are the most important because they enable entrepreneurs to make products or ways that are different from other competitors allowing their originality attracts consumers and customers.
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Carmona-Márquez, Francisco J., Antonio G. Leal-Millán, Adolfo E. Vázquez-Sánchez, Antonio L. Leal-Rodríguez, and Stephen Eldridge. "TQM and business success." International Journal of Quality & Reliability Management 33, no. 3 (March 7, 2016): 361–79. http://dx.doi.org/10.1108/ijqrm-04-2014-0050.
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Purpose – Prior studies by Salaheldin (2009) and Talib et al. (2011) have assessed the relationships between TQM critical success factors (CSF) and business results. The purpose of this paper is to build upon this research by considering the relationships between these CSFs and their sequencing during the implementation of TQM. Furthermore, the influence exerted by the maturity of TQM implementation on the link between instrumental drivers and performance is explored. Design/methodology/approach – The TQM drivers are clustered by means of three constructs: strategic enablers, tactical drivers and instrumental drivers and a model employed in which the strategic and tactical factors are treated as antecedents of the instrumental drivers. The direct effect of each cluster on business results and the indirect relationship of strategic and tactical factors via the mediating role of the instrumental drivers are assessed. These assessments use the partial least squares (PLS) approach which is a variance-based structural equation modeling technique using a sample of 113 Spanish organizations with experience of implementing a TQM program. Findings – The findings confirm the existing relationships among the CSFs and business performance identified by studies Salaheldin (2009) and Talib et al. (2011). However, the results reveal that instrumental drivers possess the highest variance explanation power over business performance outcomes and it is possible to identify a CSF implementation sequence that generates the greatest impact on business performance. Furthermore, the study was inconclusive with regard to the influence exerted by the number of years of TQM implementation on the link between the instrumental drivers and performance. Research limitations/implications – The first is related to organizational bias. It seems likely that those firms which are not satisfied with their TQM system performance would be less likely to be motivated to contribute to the development of this study. Therefore, the authors have included in the sample a higher proportion of “good” systems than is the case in the population at large. Second, although the authors provide evidence of causality, causality itself has not been proven. Third, this research relies mainly on perceptions and the authors only used a single method to elicit these perceptions. Finally, this research was carried out in a specific geographical setting (Spanish companies) and the authors must be cautious about generalizing these results in other contexts. Practical implications – This study offers a substantial number of practical implications. First firms’ managers should emphasize that continuous improvement, benchmarking and zero-defects mentality is a never-ending process. Especially, they should understand that reliable product/service design is critical to exceed the customers’ expectations, leading to improved business success. The results of this study should also lead managers to seeing a “return on investment” in their efforts to implement a TQM program by first, paying more attention on how to implement the instrumental factors, and second, avoiding the belief that the passage of time and experience-based learning will bring business performance enhancement and success on their own. Social implications – Although, the literature agrees that strategic factors are valuable assets and have a crucial role in the deployment of TQM systems, the study empirically validates this assertion. However, at the same time it shows that this impact on performance is stronger and much more significant by reconfiguring instrumental factors. This implies that strategic and tactical factors do have an effect on business success, but they do so indirectly, by reconfiguring and reinforcing instrumental factors that better fit the stakeholders’ needs and expectations. Originality/value – The results suggest the need to consider whether all the CSFs are equally relevant on the basis of their contribution to business success. For example, strategic enablers are generally considered to be of primary importance with tactical and instrumental drivers assuming a secondary position. The study challenges this view and highlights the role of instrumental drivers over strategic and tactical factors with the clear implication that managers should focus strongly on daily implementation tasks such as benchmarking, zero-defects mentality and continuous improvement processes in order to achieve good business performance outcomes.
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Doyle, Peter. "Marketing and business success." Journal of Brand Management 1, no. 4 (February 1994): 204–6. http://dx.doi.org/10.1057/bm.1994.1.
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Bishop FCCA, David, Tony Grundy MA ACA, and Peat Marwick McLintock. "Storming to Business Success." Education + Training 29, no. 2 (February 1987): 16–18. http://dx.doi.org/10.1108/eb017324.
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Teagarden, Mary B. "Institutions and Business Success." Thunderbird International Business Review 55, no. 2 (February 15, 2013): 121–22. http://dx.doi.org/10.1002/tie.21530.
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Kumar, U., M. Maheshwari, and V. Kumar. "A Framework for Achieving E-Business Success." Industry and Higher Education 18, no. 1 (February 2004): 47–51. http://dx.doi.org/10.5367/000000004773040960.
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This paper presents the findings of an empirical study of critical factors associated with e-business success. An a priori model relating the success factors to e-business success is developed. The study uses the ‘balanced scorecard’ methodology to measure the success of e-business organizations, as the authors believe that financial measures are not the only indicators. Eight hypotheses are derived from the model and these are tested using data from Web-based and paper-based surveys of 34 businesses. The main finding is that e-business success is positively associated with customer focus, organizational culture, supplier orientation, technical infrastructure, Website design and content management, and e-business strategy. The study will benefit both new e-business start-ups and established businesses that are investigating the possibility of migrating to an e-business system.
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Herminda, Herminda, and Abdullah Muksin. "COMPETITIVE ADVANTAGE STRATEGIES AND CULINARY BUSINESS SUCCESS." Dinasti International Journal of Digital Business Management 2, no. 4 (July 5, 2021): 580–92. http://dx.doi.org/10.31933/dijdbm.v2i4.847.
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This study examines the problems of the success of culinary businesses that have not been done much, especially during this covid 19 pandemic. The purpose of this study is to determine and analyze the effect of business competence, financial governance and competitive advantage on the success of culinary businesses in Jakarta. To achieve the success of the culinary business, a competitive advantage strategy is needed by increasing the competence of business actors and financial governance.
The object of this research is culinary business in 10 culinary center locations in DKI Jakarta with a selected population of 1,216 culinary entrepreneurs and a total sample of 257 respondents. The data analysis tool used is Structural Equation Modeling (SEM) with the Lisrel 8.80 . program.
The results of this study prove firstly that the magnitude of the contribution of the influence of business competence and financial governance together on the competitive advantage of culinary businesses is 82%, while the remaining 18% is the influence of other variables. While the second is that the magnitude of the contribution of the influence of business competence, financial governance and competitive advantage together on business success is 86%, while the remaining 14% is the magnitude of the influence of other variables. The most dominant variable influencing business success is the competitive advantage variable variabel.
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Fahdillah, Yosi, and Mira Gustiana Pangestu. "INFLUENCE OF BUSINESS SUCCESS FACTORS ON MICRO BUSINESS SUCCESS IN ENTREPRENEURSHIP IN JAMBI CITY"." Jurnal Ilmiah Manajemen dan Kewirausahaan (JUMANAGE) 1, no. 2 (July 27, 2022): 51–56. http://dx.doi.org/10.33998/jumanage.2022.1.2.12.
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Such rapid technological development, also affect the patterns of thought or insight into the society. Society plays an important role in various fields. One of them is to improving the country's economy through entrepreneurship,There are many new businesses has emerging, largely in small and micro businesses. this research aims to determine the influence of factors of business success in entrepreneurship. Object in this study is Entrepreneurs who already have a business category of micro enterprises in the city of Jambi. The collection of samples was done by distributing questionnaires by purposive sampling to 97 Entrepreneurs. This research is descriptive quantitative method. This study uses an analytical tool Partial Least Squareing (PLS) for influence factors of business success in entrepreneurship, using PLS Smart program version 3.
The Results from the study showed that the ability and willingness Factor has no significant effect on business success. strong determination and hard work factor has a significant effect on business success and opportunities and Opportunity factors had no significant effect on business success.Keywords: Influence Factors, Success, Entrepreneur, Micro
ABSTRAK
Perkembangan teknologi yang demikian cepat,turut mempengaruhi pola pikir atau wawasan masyarakat. Masyarakat memegang peranan penting dalam berbagai bidang. Salah satunya dalam meningkatkan perekonomian negara melalui wirausaha, saat ini banyak bermunculan usaha-usaha baru khususnya usaha mikro dan kecil, Penelitian ini bertujuan untuk mengetahui pengaruh faktor-faktor keberhasilan usaha berwirausaha. Populasi dalam penelitian ini adalah Wirausaha kategori usaha mikro di Kota Jambi. Pengumpulan sampel dilakukan dengan menyebarkan kuesioner dengan teknik purposive sampling kepada 97 Wirausaha yang telah memiliki usaha kategori usaha mikro. Penelitian ini merupakan penelitian deskriptif dengan metode kuantitatif. Penelitian ini menggunakan alat analisis Partial Least Squareing (PLS) untuk mencari pengaruh faktor-faktor keberhasilan usaha berwirausaha. Keseluruhan analisis dihitung menggunakan program Smart PLS versi 3.
Hasil dari penelitian menunjukkan bahwa Faktor Kemampuan dan kemauan tidak berpengaruh signifikan terhadap Keberhasilan Usaha, faktor Tekad yang kuat dan kerja keras berpengaruh signifikan terhadap Keberhasilan Usaha, dan faktor Kesempatan dan Peluang tidak berpengaruh signifikan terhadap Keberhasilan Usaha.Kata Kunci : Pengaruh Faktor, Keberhasilan, Wirausaha, Usaha Mikro
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Mehta, Dr Adarsh Preet. "Managing Knowledge: A Success Mantra in Business Administration." Global Journal For Research Analysis 3, no. 5 (June 15, 2012): 4–6. http://dx.doi.org/10.15373/22778160/may2014/70.
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Alas, Ruth, Peeter Kross, Anto Liivat, and Jaanika Saar. "Success factors for teams in business game Dynama." Problems and Perspectives in Management 16, no. 1 (March 20, 2018): 309–19. http://dx.doi.org/10.21511/ppm.16(1).2018.30.
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The current article is based on data from Dynama business games conducted in two Estonian institutions of higher education (Estonian Business School (EBS) and Estonian Entrepreneurship University of Applies Sciences) between years 2012 and 2016. The research questions that this paper attempts to explore look at the relationship between the results obtained by different teams in business game Dynama and their teams’ characteristics. The paper also shows how the volume of market research information used affects the results obtained by different teams in the business game. This research of implementational nature primarily helps to develop the teaching methods and basis for team composition in business game Dynama with the purpose of sup¬porting the course and achieving the learning outcomes in a more effective way. The research results may also be of interest to those who use and research business games as a teaching tool. The variables employed in this study enabled us to compare our research with that conducted by A.-E. Lerviks and M. Paltschik at Hanken School of Economics and Business Administration in 1982.
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Vavensy, Putri, and Sarwo Edy Handoyo. "Influence of Motivation, Business Capital, Entrepreneurial Knowledge, and Business Networks on Business Success." International Journal of Management Science and Application 1, no. 2 (July 11, 2023): 87–102. http://dx.doi.org/10.58291/ijmsa.v1i2.76.
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Starting a business is not easy. Entrepreneurs face various kinds of difficulties in running their businesses. If difficulties cannot be overcome, it can worsen business performance and can even lead to bankruptcy. Entrepreneurs must be able to build a competitive advantage in their businesses. This can affect the sustainability of its business. Several factors influence business success. This study aims to analyze the effect of motivation, venture capital, entrepreneurial knowledge, and business networks on business success in the food and beverage business in Jakarta, Indonesia. The population of this study is all food and beverage business owners in Jakarta. The sample of this research is 100 food and beverage business owners in Jakarta. The technique of determining the sample using purposive sampling. Data collection was carried out using a google form questionnaire which was distributed online. Data were analyzed using the SmartPLS 3.0 application. The results of the study found that motivation, business capital, entrepreneurial knowledge, and business networks have a positive effect on business success. The results of this study are expected to contribute to the development of entrepreneurship and can provide input for entrepreneurs to achieve business success.
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Egbert, Henrik. "Business Success Through Social Networks? A Comment on Social Networks and Business Success." American Journal of Economics and Sociology 68, no. 3 (July 2009): 665–77. http://dx.doi.org/10.1111/j.1536-7150.2009.00643.x.
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Rifa’i, Muhamad, Suprihatin Suprihatin, and Warter Agustim. "KOMPETENSI WIRAUSAHA, PEMBINAAN, SERTA LOKASI USAHA PENGARUHNYA TERHADAP KESUKSESAN BERWIRAUSAHA BAGI PELAKU USAHA SKALA MIKRO." J-MACC : Journal of Management and Accounting 2, no. 2 (October 30, 2019): 159–73. http://dx.doi.org/10.52166/j-macc.v2i2.1665.
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Success in conducting business activities carried out by small businesses often faced with the many issues faced. These obstacles often make small businesses difficult to develop. This research aims to describe the influence of entrepreneurial competency, coaching and business location to the success of entrepreneurial in small business traders located in the village of Tlogomas Malang. The approach used is quantitative. The results of the study showed that competence has no significant effect on successful business. Coaching variables influence positively but also insignificant to business success. While the location of business affects positively and significantly to the success of the business, but simultaneously competence, coaching, and business locations influence positive and significant to the success of the business.
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Fahmi Ardiansyah Siregar, Ira Muthia Hasibuan, Jihan Syahlina az-Zahra, and Nurbaiti Nurbaiti. "Bertahan dan Berkembang: Kunci Strategi dan Ukuran Keberhasilan dalam E-business." Jurnal of Management and Social Sciences 1, no. 4 (October 31, 2023): 59–63. http://dx.doi.org/10.59031/jmsc.v1i4.292.
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This article delves into the importance of resilience strategies and success metrics in the context of e-business. In a rapidly changing digital era, e-businesses need to design strategies that keep them relevant and successful. This article explores a range of resilience strategies, including product and service diversification, effective online marketing, data analysis, and collaboration with third parties. These strategies are aimed at reducing risks and maximizing growth opportunities. Additionally, the article also discusses various success metrics in e-business, including revenue growth, customer retention, sales conversion, and customer satisfaction. The strong interplay between resilience strategies and success metrics is well-understood, where robust resilience strategies can support the achievement of these success metrics. Balance and adaptability in implementing resilience strategies are crucial.Success in e-business depends not only on achieving success metrics but also on a business's ability to adapt to market changes and customer needs. This article provides valuable insights for e-business stakeholders aiming for long-term success in a competitive environment.
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Saylor, Murray, and Deb Archbold. "Improving success rates for Indigenous business engagement." APPEA Journal 57, no. 2 (2017): 543. http://dx.doi.org/10.1071/aj16234.
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Although some oil and gas projects have successfully engaged Indigenous businesses in their supply chain, other projects have found this difficult to achieve. Understanding the risk factors in the process of Indigenous engagement and successfully managing those risks creates a positive environment for Indigenous business engagement, one that is much more likely to support long-term success and minimise business and contract failure. Risk management areas to consider include not understanding Traditional Owner community goals and priorities, not assisting communities to build their capabilities and poor communication. This paper maps these risks and outlines four practical strategies to mitigate these risks: (1) giving local Indigenous businesses the lead time to prepare for work opportunities and build their capabilities; (2) including a mix of large, medium-sized and small local Indigenous businesses in the supply chain; (3) using culturally respectful pathways for Indigenous employment; and (4) maintaining the relationship with Traditional Owner groups. Managing risks and using these practical approaches will improve and increase Indigenous business engagement in project supply chains.
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Johnson Jorgensen, Jennifer, Diane Masuo, Linda Manikowske, and Yoon Lee. "The Reciprocal Involvement of Family Business Owners and Communities in Business Success." Sustainability 12, no. 10 (May 15, 2020): 4048. http://dx.doi.org/10.3390/su12104048.
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It is believed that highly involved business owners and community members will yield benefits to ensure business and community sustainability over time. However, little research has delved into understanding the role of business owners’ involvement and the community’s involvement in business outcomes. Thus, the purpose of this study was to investigate the reciprocal involvement of family business owners and the community. To investigate this phenomenon, this study utilized survey data from a rare group of business owners who currently operate long-standing businesses. Results indicate that more involved business owners perceived higher levels of business success. When seeking a profit, business owners also tended to be more involved in the community than owners not seeking a profit. However, family-owned businesses felt that the community did not contribute to their businesses and did not stay involved over time. Overall, business owners felt that they contributed more than the community provided in return. Recommendation is made to stress in entrepreneurship curricula the importance of reciprocal involvement between businesses and their communities and vice versa to promote business and community sustainability over time.
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Putri, Monica, and Wan Junita Raflah. "Observation Study of Business Capital Factors, Business Location, and Marketing Strategies on the Succes of Culinary MSME Business in Dumai City." Inovbiz: Jurnal Inovasi Bisnis Seri Manajemen, Investasi dan Kewirausahaan 2, no. 2 (November 28, 2022): 172. http://dx.doi.org/10.35314/inovbizmik.v2i2.2825.
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This study aims to determine the factors of venture capital, business location and marketing strategy on the success of MSME businesses in Dumai City. In this study, the author focuses his research on culinary SMEs. The type of research used is observational with a quantitative approach. The variables in this study include business capital, business location, marketing strategy and business success. The population in this study are people who have culinary businesses. The sample used in this study was 100 respondents who were taken by purposive sampling technique and the data collection method used a questionnaire. Analysis of the data used isdescriptive analysis. The results of this study indicate that the dominant factor of venture capital on business success with an average indicator of 3.22 with a medium category. The dominant factor of business location on business success with an average indicator of 4.08 in the high category. The dominant factor of marketing strategy on business success with an average indicator of 3.91 in the high category. And the dominant factor of business success with an average indicator of 3.51 in the high category.
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Hyder, Shabir, and Robert N. Lussier. "Why businesses succeed or fail: a study on small businesses in Pakistan." Journal of Entrepreneurship in Emerging Economies 8, no. 1 (March 7, 2016): 82–100. http://dx.doi.org/10.1108/jeee-03-2015-0020.
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Purpose – The aim of this paper is to examine the factors that lead to either success or failure of small firms in Pakistan. Design/methodology/approach – This study methodology is a survey research applying the Lussier Model of business success and failure with a sample of 143 small businesses to better understand the reasons of their success or failure using logistic regression statistical analysis. Findings – Results indicate that business planning, proper employee staffing, adequate capital inflows and partnerships are important for the viability and success of small businesses in Pakistan. Practical implications – Results provide further support for the validity of the Lussier Model in Pakistan and globally. Thus, small business owner/managers can use the model to help improve their chances of success and to avoid failure. Other stakeholders, including parties that assist and advise them, investors and institutions who/that provide them with capital and other resources and communities and society by and large, can also benefit from this model. The results and discussion also provide information to assist public policymakers in developing programs to support small business development. Originality/value – This is the first study on success and failure of small businesses in Pakistan. With the great discrepancy in the literature as to which variables, in fact, distinguish success from failure, there is no accepted theory. Thus, this study contributes to the literature to better understand why some businesses succeed and others fail, and it supports the use of the Lussier Model globally.
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Aqeel, Ali Muslim Bin, Ali Naseer Awan, and Adnan Riaz. "Determinants of Business Success (An Exploratory Study)." International Journal of Human Resource Studies 1, no. 1 (July 1, 2011): 98. http://dx.doi.org/10.5296/ijhrs.v1i1.919.
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This paper exemplifies the determinants of business success revealed by business owners, who started their businesses from abrasion and faced various impediments to achieve ultimate success in their respective fields. The key purpose of the study was to investigate the core factors that brought them to the mark of ultimate success. Data was collected through recorded interviews based on self-constructed questions. Throughout, the research was conducted on practical echelon. Each of the business personalities considered faith on all mighty GOD as the foremost factor. Some other factors identified were faith and honesty, customer relation & services, reasonable price with best quality and quantity, determination & struggle, interest & knowledge in the field, luck & opportunity and skilled workforce. Research covers the domestic businesses that are running by owners from same background but having different history.
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Kirkwood, Jodyanne Jane. "How women and men business owners perceive success." International Journal of Entrepreneurial Behavior & Research 22, no. 5 (August 1, 2016): 594–615. http://dx.doi.org/10.1108/ijebr-01-2016-0024.
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Purpose – Women and men business owners are often thought to have different success criteria for their businesses, but there is little empirical research to support this. The purpose of this paper is to investigate the nature of self-defined success factors, and to compare women and men’s success criteria. Design/methodology/approach – This study surveyed 216 New Zealand business owners’ (78 women, 138 men) self-perceived success criteria for their businesses. Results are based primarily on an open-ended question on their interpretation of what success means to them. In total, 30 main categories of success factors were identified, and the four main factors analyzed in depth. Findings – The four most frequently occurring success factors were financial success, personal satisfaction, work-life/work-family balance, and satisfied stakeholders. Women and men business owners described very similar success criteria, which were balanced across financial success and personal and relationship factors. No statistically significant gender differences were found in the incidence of these success factors, suggesting a movement of male business owners to a more holistic view of business success that incorporates financial success, alongside personal and relationship aspects. Research limitations/implications – Offers implications for researchers, policy makers, and practitioners. Highlights the need to be careful when designing research studies in multi-faceted areas such as business success, and also in gender comparative studies. Originality/value – Uses self-perceived success criteria to assess gender differences.
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Goldenberg, Sheldon, and Theresa Kline. "An Exploratory Study of Predicting Perceived Success and Survival of Small Businesses." Psychological Reports 85, no. 2 (October 1999): 365–77. http://dx.doi.org/10.2466/pr0.1999.85.2.365.
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This study examined a variety of predictors as they related to survival of small businesses and their perceived success. Specifically, we assessed the relationships of perceptions of success and survival of small businesses with the motivational sources to begin the business, the four requirements cited by Drucker (1985), marketing and business planning activity, financial base, handling of business problems and identified sources of assistance with those problems, and demographics or business backgrounds of the small business owners. 128 small business owners representing the service, manufacturing, and retail sectors were interviewed. The marketing variables were the only ones that were predictive of success, suggesting the need for a more comprehensive framework to assess success of small businesses.
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Saad, Elsir, Hessa Alzaabi, Nahed Alshehhi, Mouza Alshehhi, and Abdelazim Hamid. "E-Learning Success Factors from Business Perspective." International Journal of Automation and Digital Transformation 1, no. 2 (October 2, 2023): 75–90. http://dx.doi.org/10.54878/h5xpje28.
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Increasing digitization trend in the business realms and the competitive market environment, e-Learning is overtaking traditional face-to-face classroom training style in their knowledge management system. However, it is hard to determine the future of e-learning in the workplace. While in all kinds of businesses, usage of elearning is encouraged by the time flexibility, teaching quality, the cost-effectiveness of the latest tech, social elearning processes that enhance knowledge and skills, the digital revolution, a spike in virtual classrooms, faster economic cycles, mergers, and more competitiveness. On the other hand, employee apprehension about using e-learning technologies concerns a lack of financing, a lack of business-relevant degree courses, concerns are limiting the business usage of these technologies. It is now not a matter of whether or not the Online can be utilized to change instruction in modern and viable ways. It's moreover not a question of whether or not firms ought to give the time, exertion, and assets required to fulfill their guarantee of making and developing new learning openings. The right question is, what is preventing businesses from using this incredible learning in their daily operations. It's probably time for businesses to band together and use the Internet's ability to learn from promise to practice. The emergence of e-learning is supposed to be considered an opportunity that arrives at a specific moment, which will be highly beneficial regarding organizational growth and development. Therefore, this paper will determine, analyze and represent the success factors of e-learning from the business perspective.
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Moin, Shahrunnizan, Mohd Mahfudz Idris, and Saridan Abu Bakar. "Entrepreneurial Competencies, Business Coaching and Business Success among Women Micro-entrepreneurs." Advances in Social Sciences Research Journal 11, no. 1 (February 10, 2024): 280–92. http://dx.doi.org/10.14738/assrj.111.16299.
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The critical contribution of women micro-entrepreneurs to the growth and development of micro-businesses worldwide, particularly in Malaysia, cannot be overstated. These women generate income and employment opportunities, critical to economic progress. However, to ensure their continued success, it is essential to identify the key factors that contribute to this achievement. Additionally, the role of women micro-entrepreneurs has evolved, and they now require additional competencies beyond their traditional skill set to meet the challenges of the business world. Therefore, business coaching is an indispensable tool for enhancing these competencies, directly influencing their business success. For this study, we employed quantitative research methods to test sixteen hypotheses related to entrepreneurial competencies and the perceived usefulness of business coaching in influencing the business success of women micro-entrepreneurs. The data was collected through a selfadministered questionnaire completed by 261 women micro-entrepreneurs who participated in business coaching sessions. We used a cluster sampling technique to select the samples. Our findings showed that women microentrepreneurs typically start businesses between the ages of thirty-one and forty to achieve work-life balance and support their families. Many have children aged five to twelve and limited education, making entrepreneurship more appealing than traditional employment. Over half of the women micro-entrepreneurs had launched a business before and faced challenges sustaining their ventures. Moreover, our study demonstrated that commitment, conceptual, opportunity, and relationship competencies significantly influenced the business success of women micro-entrepreneurs, making them critical predictors of their success. This study also found that the perceived usefulness of business coaching plays a moderating role in the relationships of strategic, commitment, conceptual, and relationship competencies toward the business success of women micro-entrepreneurs. Therefore, strategic, commitment, conceptual, opportunity, and relationship competencies, along with the perceived usefulness of business coaching, are critical to the business success of women micro-entrepreneurs in Malaysia.
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Amoroso, Nicola, Loredana Bellantuono, Alfonso Monaco, Francesco De Nicolò, Ernesto Somma, and Roberto Bellotti. "Economic Interplay Forecasting Business Success." Complexity 2021 (March 19, 2021): 1–12. http://dx.doi.org/10.1155/2021/8861267.
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A startup ecosystem is a dynamic environment in which several actors, such as investors, venture capitalists, angels, and facilitators, are the protagonists of a complex interplay. Most of these interactions involve the flow of capital whose size and direction help to map the intricate system of relationships. This quantity is also considered a good proxy of economic success. Given the complexity of such systems, it would be more desirable to supplement this information with other informative features, and a natural choice is to adopt mathematical measures. In this work, we will specifically consider network centrality measures, borrowed by network theory. In particular, using the largest publicly available dataset for startups, the Crunchbase dataset, we show how centrality measures highlight the importance of particular players, such as angels and accelerators, whose role could be underestimated by focusing on collected funds only. We also provide a quantitative criterion to establish which firms should be considered strategic and rank them. Finally, as funding is a widespread measure for success in economic settings, we investigate to which extent this measure is in agreement with network metrics; the model accurately forecasts which firms will receive the highest funding in future years.
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Maltsev, Yu G., D. A. Trukhanov, L. R. Danilov, and N. I. Pavlov. "METHODS OF ASSESSING BUSINESS SUCCESS." Вестник Алтайской академии экономики и права, no. 12 2019 (2019): 89–94. http://dx.doi.org/10.17513/vaael.852.
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N. Montero, Javier, and Mary L. Lind. "Determining Business Intelligence Usage Success." International Journal of Computer Science and Information Technology 12, no. 6 (December 30, 2020): 45–67. http://dx.doi.org/10.5121/ijcsit.2020.12604.
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Business intelligence systems are highly complex systems that senior executives use to process vast amounts of information when making decisions. Business intelligence systems are rarely used to their full potential due to a poor understanding of the factors that contribute to system success. Organizations using business intelligence systems frequently find that it is not easy to evaluate the effectiveness of these systems, and researchers have noted that there is limited scholarly and practical understanding of how quality factors affect information use within these systems. This quantitative post positivist research used the information system (IS) success model to analyze how information quality and system quality influence information use in business intelligence systems. This study was also designed to investigate the moderating effects of maturity constructs (i.e., data sources and analytical capabilities) on the relationships between quality factors and information use.
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Kaniški, Ivica, and Ivan Vincek. "Success measurement of business processes." Tehnički glasnik 12, no. 2 (June 28, 2018): 113–19. http://dx.doi.org/10.31803/tg-20170809204554.
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A business process is an activity or set of activities that accomplish a specific goal of an organization. In almost every organization there are three important pillars that keep the whole organization together - people, processes and technology. All three are linked and if one of them does not work well, others can easily collapse. Success Measurement is a complex activity that includes at least four disciplines: economics, IT, management and accounting, implying the process of quantifying the effectiveness and effectiveness of an action. Success Measurement is a dynamic system that supports the decision-making process by collecting and analyzing information.
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Ziegel, Eric R., A. Elfe, J. Lahey, and R. Launsby. "Process Validation for Business Success." Technometrics 39, no. 1 (February 1997): 111. http://dx.doi.org/10.2307/1270798.
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Gunawan, Addinil. "Factors that Influence Business Success." Journal of Islamic Economic Scholar 2, no. 1 (December 23, 2021): 43. http://dx.doi.org/10.14421/jies.2021.2.1.43-51.
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Business today seems to be something that must be owned by someone. Because in business we can arrange for themselves what is in it, unlike the case with work or become employees with many attachments in it. In running a business, it is very necessary for a leader who is wise in making decisions and can arrange for his subordinates to be able to bring the company led to success. A leader must be able to solve every problem that threatens the company. Various attempts were made so that the problem can be solved appropriately without bringing negative influence. Someone who founded a business must have an initial goal to be achieved, because with the goals can increase the enthusiasm for leaders and subordinates in achieving that goal so they will always work hard to achieve that goal. This discussion is intended to broaden the reader's insight so that he can run his business, especially in dealing with various obstacles or problems that come. This study uses the literature review method which requires some literature derived from journals as a reference. This research shows that there are many success factors in doing business, not just mere activities, but there are others that are important to know.
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Gunawan, Addinil. "Factors that Influence Business Success." Journal of Islamic Economic Scholar 2, no. 1 (December 23, 2021): 43. http://dx.doi.org/10.14421/jies.2021.2.1.1432.
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Business today seems to be something that must be owned by someone. Because in business we can arrange for themselves what is in it, unlike the case with work or become employees with many attachments in it. In running a business, it is very necessary for a leader who is wise in making decisions and can arrange for his subordinates to be able to bring the company led to success. A leader must be able to solve every problem that threatens the company. Various attempts were made so that the problem can be solved appropriately without bringing negative influence. Someone who founded a business must have an initial goal to be achieved, because with the goals can increase the enthusiasm for leaders and subordinates in achieving that goal so they will always work hard to achieve that goal. This discussion is intended to broaden the reader's insight so that he can run his business, especially in dealing with various obstacles or problems that come. This study uses the literature review method which requires some literature derived from journals as a reference. This research shows that there are many success factors in doing business, not just mere activities, but there are others that are important to know.
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Fleetham, Charles, and Stacey K. Griesmer. "Leveraging Personality for Business Success." Leadership and Management in Engineering 6, no. 4 (October 2006): 160–63. http://dx.doi.org/10.1061/(asce)1532-6748(2006)6:4(160).
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Fairtlough, Gerard. "Biological Models and Business Success." Business Strategy Review 6, no. 3 (September 1995): 27–40. http://dx.doi.org/10.1111/j.1467-8616.1995.tb00097.x.
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Poon Teng Fatt, James. "Nonverbal communication and business success." Management Research News 21, no. 4/5 (May 1998): 1–10. http://dx.doi.org/10.1108/01409179810781464.
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Birdsall, Connie, and Neil Johnston. "Achieving Brand-Driven Business Success." Design Management Review 19, no. 2 (June 10, 2010): 67–74. http://dx.doi.org/10.1111/j.1948-7169.2008.tb00120.x.
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REISCH, MARC. "KEYING SCIENCE TO BUSINESS SUCCESS." Chemical & Engineering News Archive 82, no. 37 (September 13, 2004): 16. http://dx.doi.org/10.1021/cen-v082n037.p016.
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Rogers, Meredith. "Capabilities for Sustainable Business Success." Australian Journal of Management 29, no. 1 (June 2004): 21–25. http://dx.doi.org/10.1177/031289620402900104.
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Dafna, Kariv. "Managerial performance and business success." Journal of Enterprising Communities: People and Places in the Global Economy 2, no. 4 (October 17, 2008): 300–331. http://dx.doi.org/10.1108/17506200810913890.
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