Relevant bibliographies by topics / Transformations of business companies

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Transformations of business companies'

Author: Grafiati
Published: 28 June 2021
Last updated: 13 February 2022

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Journal articles on the topic "Transformations of business companies"

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Pospíšil, Jiří, and Hana Vomáčková. "Business Combinations of Czech Companies: Empirical Analysis of Their Typology." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 66, no. 1 (2018): 313–23. http://dx.doi.org/10.11118/actaun201866010313.

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This paper is a descriptive study which analyses company transformations - a subset of M&A - which took place in the Czech Republic in 2013. Based on the statistical sample containing detail data of 115 transformations, we analysed important aspects of company transformations (M&A) such as ownership structure of the participating companies, deployment of the effective date, acquisition date, balance-sheet date, date of registration and transformation project date, utilization of available forms of company transformations, utilization of financial statements for transformation purposes and incidence of fair-value revaluation. The results of the research shows, that majority of company transformations are in fact corporate holdings reorganisations rather than business combinations as defined by IFRS 3 and it also suggests that the rules for accounting for these transactions are in fact misused for distribution of earnings (even unrealized earnings) through the corporate holdings. We have also identified cases of severe distortion of faithful representation of successor’s company financial position, most often as a result of retrospective company transformations, where the effective day of the merger was put before the date of acquisition of the majority on target’s equity.
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Golubetskaya, N. P., and A. V. Kurlov. "Criteria for Evaluating the Effectiveness of Innovative Transformation of Business Structures." Economics and Management 26, no. 10 (December 26, 2020): 1128–35. http://dx.doi.org/10.35854/1998-1627-2020-10-1128-1135.

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The presented study comprehensively analyzes criteria for evaluating the effectiveness of innovative transformation of business structures, which involves step-by-step strategy development, its implementation, relevant management decisions, and controlling functions.Aim. By analyzing the features of transformation of business structures in modern geo-economic conditions, the study aims to propose conceptual approaches to the formation of criteria for evaluating the results of innovative transformations at all levels of socio-economic system management.Tasks. In accordance with the aim of the study, the authors propose approaches to classifying the innovative transformations performed by companies depending on market conditions; formulate a conceptual model of innovative transformations of business structures in accordance with the strategic goal of modernizing technological processes and services; examine methods for optimizing the stages of converting research and development into finished products based on digital technologies with allowance for the evaluation of the results of innovative transformations of companies.Methods. This study uses general scientific methods of cognition to examine specific features of innovative transformation of business structures and formulate conceptual approaches to evaluating the effectiveness of innovative processes in companies using mathematical modeling and digital technologies for building and analyzing algorithms for optimizing management decisions aimed at implementing innovative transformation at all levels of management with allowance for geopolitical risks and changes in the external environment.Results. A comprehensive analysis of theoretical and practical research allowed the authors to examine priority directions of innovative transformation of business structures at all stages – from a scientific idea, fundamental and applied research to the finished product or service, with allowance for financial and geopolitical risks. Innovative transformation of business structures is influenced by the introduction of digital technologies that make it possible to optimize business processes, reducing operating costs and enhancing the competitive advantages of business entities.Conclusions. In modern conditions, innovative transformation of companies is based on corporate information and communication systems that make it possible to optimize management decisions aimed at implementing a sustainable development strategy, upgrading, monitoring, planning, forecasting technological processes of regional economic entities. Innovative transformation of business structures largely depends on approaches to evaluating the effectiveness of developed and implemented management decisions and mathematical modeling scenarios with allowance for changes in the external environment and geopolitical risks. The digital economy has created the prerequisites for administrative and managerial transformation of companies through innovative processes.
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Syaglova, Yu V., and T. P. Maslevich. "Transformation of Manager Competences in Conditions of Digital Economy." Vestnik of the Plekhanov Russian University of Economics 18, no. 2 (April 9, 2021): 142–51. http://dx.doi.org/10.21686/2413-2829-2021-2-142-151.

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Today digital economic environment penetrates deeply in different spheres and industries of economy. Now doubt that digital transformations deal not only with outer environment of company functioning but also with their internal business-processes. The outer elements of digital transformation include such business-spaces, which in their essence were born as global, i. e. they are not connected with geographical location or specific segment of buying audience. We mean the development of the so-called digital platforms – ecosystems of digital business, where participants of different profiles or lines of commercial activity can be present, such as logistics, production, finance, marketing, sales, etc. Due to active emergence of outer aspects of digital transformation internal businessprocesses in such digital spaces are also subjected to transformations. These transformations in some cases are inevitable because of rising competition among companies inside one industry on the level of product range being sold and among related industries on the level of services that determine the company value for customers. In the digital business environment classical process approach undergoes serious changes due to transformation of business-models of business running, altered information opportunities, emergence of new digital competences of experts and technological breakthrough. The goal of the research is to develop a competence model of manager for decision-making in conditions of digital environment with regard to factors influencing the process of decisionmaking and advanced methodologies of management, such as Agile. The article shows conditions of digital transformation penetration in the business environment of present day companies, identifies factors of digital transformation impact on decision-making in management within the frames of the process approach, substantiates opportunities and threats of business-process digitalization in managerial decision-making and demonstrates new competences necessary for efficient functioning of business-processes. The authors put forward a complex model of decision-making in digital business environment, which gives an opportunity for companies to make the most effective managerial decisions.
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Savytska, O., and V. Salabai. "DIGITAL TRANSFORMATIONS IN THE CONDITIONS OF INDUSTRY 4.0 DEVELOPMENT." Financial and credit activity: problems of theory and practice 3, no. 38 (June 30, 2021): 420–26. http://dx.doi.org/10.18371/fcaptp.v3i38.237472.

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Abstract. The article considers and analyzes the importance and main scientific approaches to determining the essence of digital transformation in the conditions of Industry 4.0 development. The opinions of domestic and foreign scientists on the definition of the essence of this concept are presented and it is determined that digitalization has an important role in the activities of modern enterprises. The definition of «digitalization» is proposed, that means the process of transition to digital business, which is the use of digital technologies to change business processes in the company and provide new opportunities for additional income and development prospects of business entities. It is determined that digitalization is a very popular and necessary process of transition to new business models in the activities of companies. The essence of the category «Industry 4.0» is considered and the main technologies and tools that contribute to the gradual transition to digitalization are presented. It is noted that Industry 4.0 is part and a leading trend of the Fourth Industrial Revolution. It is investigated that the transition to Industry 4.0 using digital tools is quite a trend, as these key technologies such as IoT, Big Data, cloud services, artificial intelligence today play a key role in the process of digitalization of companies. The main recommendations for adapting the business to digital transformations are given. The key directions of the development of digital technologies of Industry 4.0 are considered and presented. The industries that need digital transformation and those areas of business that are actively implementing digital products in their activities are identified. It was also found that the use of digitalization processes allows companies to optimize existing business models, gain new opportunities for business development, expand the scope of activities, and have tools to increase their efficiency and competitiveness. Keywords: digital transformation, digitalization­, digital technologies, Industry 4.0. JEL Classification O39, O33 Formulas: 0; tabl.: 1; fig.: 2; bibl.: 16.
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Pînzaru, Florina, Alexandra Zbuchea, and Alexandra Viţelar. "Digital transformation trends reshaping companies." Proceedings of the International Conference on Business Excellence 13, no. 1 (May 1, 2019): 635–46. http://dx.doi.org/10.2478/picbe-2019-0056.

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Abstract Nowadays, the ubiquity of the digital technology and the transformation it brings both within the societies and economies around the globe has become a well-accepted fact. For business is no longer a matter of whether or not to incorporate technology in their daily activity, but a matter how to change their way of approaching, and doing when adapting to digital. The digital transformation has enabled the emergence of new business models, as well as many other changes when it comes to satisfying the customer’s needs and expectations, by creating opportunities for value and sustainability. The present paper highlights all these aspects, emphasizing on how businesses can think about the digital transformation to achieve the highest benefits and create competitive advantage.
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Popovs, Aleksandrs, and Zane Drinke. "READINESS FOR DIGITAL TRANSFORMATION – THE OUTLOOK OF TOP BALTIC COMPANIES." Acta Prosperitatis 12 (2021): 119–36. http://dx.doi.org/10.37804/1691-6077-2021-12-119-136.

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The aim of this study was to explore and assess the point of view on digital transformations of companies who are currently in the transformation program and running digital transformation projects. The study collects data from diverse top companies across Baltics region across various industries. Within the study the descriptive researchmethod isin use. The statistical population of this study is an extended list of companies from the Coface study for Baltic top 50 ranking for 2019. The sampling for the study was based on purpose selective approach which includes 11 companies from the statistical population. The data collection was carried out by an online questionnaire and afterwards through interviews with the respondents to validate the data provided. The results of the research is the outlook created which includes a number of aspectsto be considered for future research: (1) Currently, the competence level of transformation processes in flagship companies and respectively in rest of the companies in the market needs to be improved; (2) Business demand for knowledgeable digitaltransformation experts with comprehensive modern business processes management knowledge is relatively higher rather one with pure technical expertise in cutting cutting edge technologies; (3) To boost digital transformation toward the operational concept of Intelligent Enterprise, support and guidance from the global digital transformation advisory partners is highly recommended.
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Agafonova, Margarita, Lyudmila Shevchenko, Oleg Shalnev, and Andrey Chugunov. "Creating a competitive strategy for a digital financial institution." E3S Web of Conferences 244 (2021): 10007. http://dx.doi.org/10.1051/e3sconf/202124410007.

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The paper reveals the essence of digital changes and digital transformation. It was possible to determine the essence of strategic approaches to business transformation in the turbulent conditions of digital transformations and outline ways to build strategies for digital transformations. The paper analyzed the factors influencing the implementation of digital transformation strategies of the financial sector. Based on the capabilities of the external environment, a brief analysis of new opportunities for digital transformation in the field of financial services was carried out. An attempt was made to develop approaches to creating strategic digital transformations of financial companies, as well as develop a competitive strategy for the consistent development of a specific financial organization based on strategic digital changes in the digital transformation environment of the industry.
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de Winne, Niels, Marijn Janssen, Nitesh Bharosa, Remco van Wijk, and Joris Hulstijn. "Transforming Public-Private Networks An XBRL-Based Infrastructure for Transforming Business-to-Government Information Exchange." International Journal of Electronic Government Research 7, no. 4 (October 2011): 35–45. http://dx.doi.org/10.4018/jegr.2011100103.

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Companies are required by law to report all kinds of information to various public agencies. Since most public agencies are autonomous and define their information demands independent of each other, companies have to report information to various agencies in different ways. Accordingly, governments are initiating programs that aim to transform business-to government information exchange to reduce the administrative burden for companies and improve the accountability at the same time. Yet little research is available on the type of transformations needed and the role of the infrastructure. Drawing on a case study, this paper investigates the interplay between technical infrastructure and transformation. In this case study an information brokerage infrastructure based on the Extensible Business Reporting Language (XBRL) was developed providing a one stop shop for companies and public agencies. The case study shows that the infrastructure should be flexible enough to accommodate changes over time but stable enough to attract a large user-base. The increase in efficiency and effectiveness of information exchange processes requires extensive transformation from both public and private parties.
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Ali Shah, Shahban, Philipp Url, Wolfgang Vorraber, Thomas Janics, and Matthias Katschnig. "Transformation towards Sustainable Business Models in Production." Tehnički glasnik 14, no. 2 (June 11, 2020): 224–31. http://dx.doi.org/10.31803/tg-20200525204041.

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A global transformation from Industry 4.0 towards Industry 5.0 will soon take place. Such transformations are intrinsic to human and sustainable value creation. An increasing number of companies, recognising this imminent trend, will need to transform their current classical, solely profit-oriented business models into sustainable business models that also target human, social, and environmental aspects. Various frameworks already exist that support the design of sustainable business models. Practical applications of these frameworks and research on the transformation process in the production domain, which places a special focus on small and medium enterprises, is still scarce. This paper presents the first results from a sustainable business model transformation project on a European SME, which produces 3D printers. The research method applies a single case study design. The study was based on publicly available information and qualitative data, obtained through interviews and workshops carried out on an executive management level.
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Pine II, B. Joseph, and James Gilmore. "Integrating experiences into your business model: five approaches." Strategy & Leadership 44, no. 1 (January 18, 2016): 3–10. http://dx.doi.org/10.1108/sl-11-2015-0080.

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Purpose – In little more than a decade, experience thinking has influenced the development of new business models in a wide variety of enterprises. Design/methodology/approach – The authors describe best practices for five approaches Five approaches are noteworthy: Experiential marketing (EM or XM). Digital experiences using the Internet and other electronic platforms to create new technology interfaces focused on the user experience (UX). The application of experience-staging to enhance interactions with customers. Experiences as a distinct economic offering. Designing transformational business models that allows the company to charge for the demonstrated outcomes customers achieve. Findings – Companies can innovate by recognizing trends in customer needs and aspirations that provide opportunities to develop business models that offer high value experiences or even customer transformations. Originality/value – To truly pursue experiences as a distinct form of economic output, companies must design a business model that involves charging for the time customers spend engaging with the business, such as an admission or membership fee of some sort.
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Dissertations / Theses on the topic "Transformations of business companies"

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Palacios, Jorge Alejandro. "TRANSNATIONAL COMPANIES AND RADICAL TRANSFORMATION PROCESSES: A study of performance in comparison to other multinational companies." NSUWorks, 2014. http://nsuworks.nova.edu/hsbe_etd/4.

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The objective of this study was to answer the following question: Do organizations that were defined as having successfully adopted the transnational model, as per Bartlett and Ghoshal (1989), and labeled as transnational companies (TNC), perform significantly better than other multinational companies (MNC) when going through radical transformation processes? This research question was answered through a mixed method research design. The first part used a quantitative research approach and evaluated the financial performance of TNCs selected from the Bartlett and Ghoshal (1989) research, using secondary data sources from 6 TNCs and 20 MNCs. The second part used a qualitative approach based on empirical research to answer the question, ""What is happening now, 25 years later?,"" through in-depth interviews. Qualitative data was analyzed to discuss the contribution of the characteristics of TNCs to the performance of these organizations and their capacity to successfully go through radical transformation processes. The term, transnational, as a type of MNC that was introduced by Bartlett and Ghoshal (1988) and expanded by Zanfei (2000), served as the theoretical basis for this study. TNCs have differentiated characteristics, such as an integrated network structure, where complex coordination and knowledge-sharing processes are in place; resources and capabilities are distributed among different sites; and information, technology, and resources flow among interdependent units. This research contributes to bringing the discussion of TNCs back to the forefront of international business strategy research by assessing the applicability of certain elements of the ""transnational solution"" (Bartlett & Ghoshal, 1998) as an evolutionary next step for MNCs that seek long-term sustainable grow. Several directions are suggested for future research, including mapping performance variations over a longer period of time in combination with strategic content analysis; studying the consistency in share price and revenue performance among TNCs as a differentiating factor when compared to other MNCs; and understanding the increasingly predominant role of regions and regional offices in the organizational model of multinationals. Finally, this research further reinforces the suitability and additional depth brought by the application of mixed method research models to academic research in the field of international business.
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Averina, Elizaveta, and Natalia Pashenkova. "Leadership in environmentally sustainable transformation of private companies in Russia : Multiple Case Study." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-84462.

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As the number of global problems is proliferating, the issue of sustainability is gaining increasing recognition. One of the most imperative aspects of sustainable development is environmental sustainability. Since multinational corporations are the main drivers of global economy, maintaining the balance between economic interests and the health of natural ecosystems would have been impossible without drastic transformation of organizational business practices. The focus of this paper is oriented at the corporate greening undertaken by companies in the country with a huge potential to influence the state of the world ecology: the Russian Federation. The purpose of the study is to gain deeper understanding of the motives of Russian firms to make their operations more environmentally sustainable and of the challenges embedded in the Russian setting that hinder that process. We test the relevance of factors discussed in the greening literature on the Russian context i.e. financial and market-based incentives, stakeholders’ pressure, regulatory setting and leadership perspective and ethical considerations. Within the data collected from 8 business leaders, it was found that the main motives to go “green” were the financial one and the ethical stance of the leaders. Additionally, companies were motivated to go “green” due to forecasts on the future development of the Russian market, i.e. explaining their “green” initiatives as a part of strategic planning programs. Among the main challenges mentioned by the study participants were weak environmental regulatory apparatus and low participation of the Russian civil society. The study concludes by putting forward recommendations of how to facilitate the corporate greening process in Russia stating that legislation should be solidified, transparency of the economy should be strengthened, market-based instruments shall be further developed and educational events for raising environmental awareness should be get wider application.
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Ali, Shaher Yar. "Strategies For Pakistan Textiles Industry To Sustain The Business." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-11914.

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Aim: The aim of this study is to investigate the challenges faced by Pakistan Textiles industry as an emerging market from MNCs of Bangladesh, China and India and to find out the appropriate strategies which should adopted by the managers of this industry to counter these challenges. Method: In this research qualitative data is used that is gathered through unstructured interview and questioners have been used to have desirable results. Results & Conclusion: It is reflected from results that internal problems of Pakistan textiles industry such as energy crisis, high input cost, political instability, low return on investment are the main problems of this industry. To counter these challenges, their strategic approach should be Collaboration in product development and strategic alliance with attacking firms. Suggestion for Future Research: This research is focused on the Problems and challenges faced by Pakistan Textiles Industry. For the future studies research could be done to find out the strategies for the firms from Pakistan Textiles industry to do the business in international market and how these companies can compete in International Market with presence of other MNCs of the world. Contribution of the Thesis: This study provides action plans for the managers of Pakistan textiles industry to design and implement the strategies that build core competencies such as high quality products for their firms. It can also be helpful for researchers and students those are interested to develop the strategies for the firms from emerging markets.
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Moder, Patrik. "Daňové dopady přeměn obchodních společností." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2021. http://www.nusl.cz/ntk/nusl-444220.

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Diploma thesis deals with on the transformation of business companies with focus on the tax implications of these processes. At the beginning of this thesis is described theoretical basis of the thesis in which clarified the characteristics of individual companies, transformations of copmpanies and law, accounting and tax aspects of transformations of these companies. The own proposals make a model example which is focused on the merger of two limited liability companies and the defining of their accounting and tax implications of this transformation.
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Moder, Patrik. "Daňové dopady přeměn obchodních společností." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2020. http://www.nusl.cz/ntk/nusl-417360.

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Diploma thesis deals with on the transformation of business companies with focus on the tax implications of these processes. At the beginning of this thesis is described theoretical basis of the thesis in which clarified the characteristics of individual companies, transformations of copmpanies and law, accounting and tax aspects of transformations of these companies. The own proposals make a model example which is focused on the merger of two limited liability companies and the defining of their accounting and tax implications of this transformation.
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Roubíčková, Kristýna. "Daňové dopady přeměn obchodních společností." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2021. http://www.nusl.cz/ntk/nusl-444221.

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The diploma thesis deals with the business combinations. The theoretical part is focused on individual types of business combinations and their legal, accounting and tax aspects. The analytical part contains practical examples of selected types of business combinations and their subsequent comparison. In the suggestion part, these specific business combinations are evaluated from a legal, accounting and especially tax point of view.
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Dolk, Erik, and Filip Magnusson. "Business model renewal & the value of a digital solution : A case study of digital transformation in manufacturing companies." Thesis, Karlstads universitet, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-78654.

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Digitalization has in many ways transformed the value offering for companies in several industries. Now a days, most manufacturing companies face the challenge to understand how to form their business models to ensure that it reflects the real value of a digital solution. A company with a traditional structure will most probably struggle with today’s constant need of business model renewal, where the business models of today should be more flexible and adapted to long term opportunities. In this qualitative extensive case study, the authors aim is to further explore values created by digital solutions and digital transformation of business models in manufacturing companies.  The result includes a framework of the most prominent values created by digital solutions and how they affect the business models in manufacturing companies. The empirical findings show that developing a business ecosystem with the customer as provider of the data is key for digitally transforming the business model. The value of data facilitates the process of developing comprehensive product-service systems in order to provide values such as availability and proactive abilities.
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Sakat, Mohamed-Amine, and Lingyu Ye. "Transformational Leadership in the Chinese Culture : A Quantitative Study on the Impact of Transformational Leadership on Chinese Internet Companies’ Performance." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-103948.

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Abstract  Linnaeus University – Campus Kalmar School of Business and Economics Leadership and Management in International Contexts (60 credits)  Title: Transformational Leadership in the Chinese Culture – A Quantitative Study on the Impact of Transformational Leadership on Chinese Internet Companies’ Performance.  This research aims to study how transformational leadership affects organizational performance and the mediation effect of employee voice behaviour. A quantitative research method and a deductive research approach were used for this research study, where theoretical concepts were developed. Several hypotheses were derived as means to test the existing theories regarding research variables. The data in this research was collected through a 384 completed online survey questionnaire from employees of the top ten listed Chinese internet companies. Various statistical techniques, including Pearson correlation analysis, linear regression analysis, and mediation effect testing, were implemented to provide evidence for hypothesis testing. The statistical analysis results indicate that a particular dimension of transformational leadership positively impacts Chinese internet companies’ performance, and employee voice behaviour has a partial mediation effect in this relationship.
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Andersson, Nils, and David Lozano. "Digital Avenues for Sustainable Clothing : A qualitative study exploring digitalization’s facilitating effects to improve clothing companies’ sustainability." Thesis, Jönköping University, IHH, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52955.

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Background: Digitalization and sustainability are two of the most impactful topics concerning businesses today which pose a nascent research field. Sustainability presents businesses with massive challenges in order to find new business models, improve processes, utilize resources more efficiently, and change their interactions with suppliers and other stakeholders. Simultaneously, digitalization is often characterized by its disruptive nature and the ways in which it creates new avenues for creating and capturing value and changes relationships. Furthermore, there are few industries in need of new ways to become more sustainable than the clothing industry.   Purpose: The purpose of this study is to explore the facilitating opportunities that digitalization presents for the clothing industry to achieve sustainability goals. The findings of this study are expected to contribute beneficial knowledge and concrete examples that managers, decision-makers, and IT personnel can use to better understand the existing prospects that digital transformation poses for their various sustainability goals.    Method: A qualitative design has been employed to perform this study. Five semi-structured interviews were conducted with various individuals representing Swedish clothing brands. An inductive approach was utilized alongside a grounded theory design.   Conclusion: The results show that there are many opportunities for digitalization to facilitate clothing companies’ sustainability goals. This comes in the form of enabling effects with their downstream suppliers through: improved environmental traceability, shifting supplier relationships, and improving working condition transparency. Moreover, upstream effects are observed in adaptions to new business models and relationship improvements with consumers. Finally, within the firm, improving processes and shifting capability requirements are changing the way that firms operate, and the knowledge sets needed to function. These findings were developed into a framework presented on page 40.
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Andréasson, Josefin, and Sofie Hellström. "Tiga är silver men tala är guld : en undersökning av kunskapsförvandling i projektbaserade företag." Thesis, University of Kalmar, Baltic Business School, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-79.

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Tacit knowledge refers to the knowledge that is located inside individuals; it is not expressed or written like explicit knowledge. Inherently, tacit knowledge is often limited solely to one person and consequently individually based. Project based companies need to acknowledge the importance of transforming tacit knowledge into explicit in order to preserve the knowledge inside the organisation. If the knowledge is not transformed, there is a great risk of losing the knowledge when a key individual leaves the organization.

One way of transforming the tacit knowledge is through Nonaka’s and Takeuchi’s knowledge spiral. But the knowledge spiral ignores some wider issues that should be included in order to achieve a transformation. This thesis shows that the knowledge spiral is a good base but the organisation has to provide a supporting context and an open culture to create an environment where a transformation can be accomplished. This thesis stresses that a transformation is not always the ultimate choice since it is not, at all times, possible. In some cases, distribution of tacit knowledge throughout the organisation is a better alternative to preserve the knowledge. A distribution can, for instance, be done through learning by doing. The thesis demonstrates that an organisation has to choose either a transformation or a distribution. The choice depends on which alternative that brings the most improvements, advantages and effectiveness for the organisation. The situation will then, as a consequence, decide whether the knowledge is to be transformed or not.

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Books on the topic "Transformations of business companies"

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Solomon, Steven. Small business USA: Therole of small companies in sparking America's economic transformation. New York: Crown Publishers, 1986.

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Bagnoli, Carlo, Alessia Bravin, Maurizio Massaro, and Alessandra Vignotto. Business Model 4.0. Venice: Edizioni Ca' Foscari, 2018. http://dx.doi.org/10.30687/978-88-6969-286-4.

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The manufacturing digital transformation is changing the industry through the introduction of advanced solutions that allow companies to re-interpret their role along the value chain. The industrial revolution opens up great opportunities for Italian companies, in terms of process efficiency, cost reduction and improvement in productivity, but also in the rethinking of products, new services, and the ability of reaction to market needs. This report examines the possible impact of Industry 4.0 on business models considering technological innovation also as a driver of strategic innovation.
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Small business USA: The role of small companies in sparking America's economic transformation. New York: Crown Publishers, 1986.

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Roman, Tomasic, ed. Corporate governance and resource security in China: The transformation of China's global resources companies. New York, NY: Routledge, 2009.

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Sommer, Axel. Managing Green Business Model Transformations. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012.

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Sommer, Axel. Managing Green Business Model Transformations. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-28848-7.

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Office, General Accounting. Small Business Administration: Progress made, but transformation could benefit from practices emphasizing transparency and communicaton : report to congressional requesters. Washington, D.C: GAO, 2003.

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Office, General Accounting. Small Business Investment Companies. Washington, D.C: The Office, 1996.

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Office, General Accounting. Small Business Investment Companies. Washington, D.C: The Office, 1996.

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Trust estates as business companies. 2nd ed. Union, N.J: Lawbook Exchange, 1998.

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Book chapters on the topic "Transformations of business companies"

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Stoianova, Olga, Tatiana Lezina, and Victoriia Ivanova. "Corporate Culture: Impact on Companies’ Readiness for Digital Transformation." In Lecture Notes in Business Information Processing, 13–26. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-64642-4_2.

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Smailhodžić, Edin, and Denis Berberović. "Digital Creativity: Upgrading Creativity in Digital Business." In Digital Entrepreneurship, 165–82. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-53914-6_9.

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AbstractCreativity has become one of the most important driving factors of today’s digital business environments. Businesses are increasingly looking for creative employees who can offer new and out-of-the-box solutions to existing problems. Companies go through the process of digital transformation by increasingly changing the ways in which they employ digital technologies and develop new digital business models that help to create and to capture value. Combined with a creative approach, companies have experienced a surge in creative digital solutions. However, the creative process is not a self-perpetuating mechanism. It must be initiated and supported by organizations. This is done by understanding the creative process itself and by making small but fruitful adjustments to the work environment and the overall management of the workforce. As three chosen real-life examples will illustrate, such approach results in unleashing powerful creative energy that offers new services to the market, new approaches to solving existing problems, or as seen in the case of Uber—bringing in a completely new business model based on creative solutions and innovative approaches to different aspects of business operations.
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Ulvenblad, Per-Ola. "Development of Sustainable Business Models for Innovation in the Swedish Agri-sector: Resource-Effective Producer or Stewardship-Based Entrepreneur?" In The Innovation Revolution in Agriculture, 117–45. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-50991-0_5.

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Abstract This chapter focuses on the development of sustainable business models for innovation in the Swedish agri-sector. This is important for several reasons. Many of society’s challenges are linked to social, environmental and economic aspects of agriculture, and numerous agri-companies have been reduced to subcontractors with little influence, and are struggling with low profitability. Previous research regarding agri-companies have mainly focused on production and cost-efficiency aspects. Research regarding sustainable innovation and sustainable business models in the agri-sector is limited to date. To fill in this gap, the aim of this chapter is to illustrate and analyse how Swedish agri-companies develop sustainable business models. An integrated theoretical framework combining research regarding sustainability-oriented innovation and sustainable business model archetypes has been developed in order to collect and analyse the eight agri-companies in the study. Swedish agri-companies focus not only on optimization but also on their organizational transformation and systems building when developing sustainable innovation. They have developed diversified business models. A common, important factor is to adopt stewardship roles. Further, the value intention of agri-entrepreneurs is a relevant factor when developing sustainable business models.
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de-Miguel-Molina, Blanca, Rafael Boix-Doménech, and Pau Rausell-Köster. "The Impact of the Music Industry in Europe and the Business Models Involved in Its Value Chain." In Music as Intangible Cultural Heritage, 9–25. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-76882-9_2.

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AbstractThis chapter analyses the impact of the music industry in Europe. Although the direct and indirect impact of this industry in the European economy is significant, the sector is made up of different activities and companies, which compete and encounter diverse challenges in it. The current situation of these companies and organisations is presented through an analysis of the business models of several enterprises engaging in a variety of activities throughout the industry’s value chain, such as music production, publishing, distribution and exhibition. Moreover, we analyse digital transformation and the growth in rivalry detected in these activities.
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Lebens, Mary, and Roger Finnegan. "Using a Low Code Development Environment to Teach the Agile Methodology." In Lecture Notes in Business Information Processing, 191–99. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78098-2_12.

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AbstractThe Agile development methodology is soaring in popularity in the business world. Companies are turning to Agile to develop products quickly and to achieve digital transformation of their organization. Because of this push, companies need employees who understand Agile. Therefore, higher education is obligated to provide an understanding of Agile to students as they enter the workplace. Providing Agile experience to students who are new to programming is difficult because they are so worried about the coding aspects of the assignment, they cannot take time to think about the methodology they are using. The coding crowds out the time needed to get an understanding of how Agile actually works. One remedy for this is to use a low or no-code development platform. With this type of platform students spend less time learning to create apps, freeing them to experience the rituals and roles of Agile. This study examines using the Agile methodology along with the Microsoft Power Apps platform to provide an Agile experience to students. Two course sections were surveyed to learn if students perceived that they acquired a better understanding of Agile and to learn their perceptions of a no-code platform experience. The students completed surveys to ascertain their comfort with the Agile methodology and whether the no-code environment increased their comfort level. The results showed students perceived the no-code platform increased their comfort with using the Agile methodology. The implication is that no-code platforms can be used broadly to help students to gain experience with Agile.
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Matricano, Diego. "Digital Business Transformations." In Handbook of Research on Management and Strategies for Digital Enterprise Transformation, 173–95. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-5015-1.ch009.

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This chapter is designed with the aim of analyzing digital business transformations (i.e., digital transformations that companies decide to start in order to respond to market changes). Nowadays, these changes are due to the affirmation of a new paradigm of doing business that is strongly characterized by the role of information and communications technologies (ICT) and information and communication infrastructures (ICI). This has led to the point that digital business transformations are increasingly being considered as a topic exclusively related to information technology and engineering fields of research. In contrast with the above promise, the present research aims to investigate digital business transformations according to a managerial perspective that is often sacrificed in practice. The preponderant role of technologies often leads—in an incorrect way—to neglect the basic concepts of management that, on the other hand, persist in change and, indeed, constitute the backbone of change itself.
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Saputra, Nopriadi, and Ismiriati Nasip. "Learning Culture as the Enabler of Business Transformation." In A Closer Look at Organizational Culture in Action. IntechOpen, 2021. http://dx.doi.org/10.5772/intechopen.91175.

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Business organizations experience not only episodic but also continuous and disruptive changes. Those changes make the organization need not only transitional and developmental but also transformational initiatives. Based on business transformational experience in many prominent companies, organizational culture was one of eight factors that make transformation fail. Organizational culture plays a strategic role in business transformations and management. It can be an asset or liability for business transformation. The development of organizational culture should not only impact on work engagement but also learning agility of people in the organization. Based on the impact, organizational culture can be differentiated from the hierarchal-centralistic culture and the learning culture. By using the concept of culture map, learning culture is mapped and reflected into eight dimensions: communicating, evaluating, persuading, leading, deciding, trusting, disagreeing, and scheduling. By mapping the culture gap of the current condition, management practitioner has a road map for developing the learning culture.
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Eru, Oya. "Digital Marketing Suggestions for Companies." In Business Management and Communication Perspectives in Industry 4.0, 93–114. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-5225-9416-1.ch006.

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The use of the internet in the business world, changes in communication technologies, digitalization in business processes, and adapting Industry 4.0 require enterprises to keep up with this transformation. Digitalization of enterprises will affect all processes of enterprises from production processes to accounting activities, from financial activities to marketing activities. Businesses that want to step into the digital world in Industry 4.0 should first determine their basic goals and strategies. With the transition to Industry 4.0, the price and promotional activities in manufacturing processes, supply chain, and distribution systems make it inevitable for businesses to adapt their marketing activities to the digital environment and Industry 4.0. This chapter includes strategies that can be used for digital marketing strategies for businesses.
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Kıymalıoğlu, Aslıhan. "Impact of Digital Transformations on Corporate Social Responsibility (CSR) Practices in Turkey." In Digital Transformation and Innovative Services for Business and Learning, 102–18. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-5175-2.ch006.

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Each year, corporations have been donating millions of dollars for non-profit organizations in order to fulfil their duty towards society, and companies are engaging in many approaches in order to strengthen their relationship with consumers. One of these is corporate social responsibility (CSR). The purpose of this chapter is to consolidate an understanding of real-world business practices with an academic research perspective and to inform the reader on the developments in CSR practices in the digital environment. With this purpose, a descriptive research is adopted that will include a content analysis of the companies that will be selected from the list of Fortune 500 in Turkey, and the data from the web pages of the top 100 companies will be analysed. The results indicate that large Turkish companies are lagging behind global companies with regards to digitalisation of CSR practices and institutionalisation of their CSR practices when compared to the corporations in developed countries.
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Muthusrinivasan, Srinivasan. "Business Transformation." In Optimization of Supply Chain Management in Contemporary Organizations, 219–45. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8228-3.ch009.

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Imagine when enterprises could capture the true picture of market dynamics from the very point of the demand-origin based on the customer behavior in an omni-channel environment, and have the ability to react to those demand swings with a near-zero latency? The top-line and bottom-line impact would be so huge that it would be a no-brainer for supply chain leaders to make the needed investment. Over these years, globalized network strategies such as source-anywhere, make-anywhere, and sell-anywhere have become an implementable reality. At the same time, the efficiency (economic profitability) of that very design continues to see risks due to several geo-political and macro-economic factors. For want of a nail, manufacturing and distribution companies face the risk of losing the shoe. In this chapter, the author outlines a prescriptive approach to manage such risks through synchronous collaborative planning and proactive supply chain visibility that would help enterprises not only continue to be agile but also remain profitable.
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Conference papers on the topic "Transformations of business companies"

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Arslan, Gokhan, and Serkan Kivrak. "E-Business Transformation Stages for Construction Companies." In International Workshop on Computing in Civil Engineering 2007. Reston, VA: American Society of Civil Engineers, 2007. http://dx.doi.org/10.1061/40937(261)89.

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Li, Xiaohong. "Strategic Importance of Green Technological Innovations for Chinese Pharmaceutical Companies." In Annual International Conference on Business Strategy and Asian Economic Transformation. Global Science and Technology Forum (GSTF), 2015. http://dx.doi.org/10.5176/2251-1970_bizstrategy15.17.

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Gollhardt, Torsten, Sebastian Halsbenning, Andreas Hermann, Aleksandra Karsakova, and Jorg Becker. "Development of a Digital Transformation Maturity Model for IT Companies." In 2020 IEEE 22nd Conference on Business Informatics (CBI). IEEE, 2020. http://dx.doi.org/10.1109/cbi49978.2020.00018.

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"The Analysis of Advertising Media Transformations and Directions of Changes of Media Selection by Companies Based on Trends and Advertising Expenses." In International Conference on Business, Marketing and Information System Management. International Centre of Economics, Humanities and Management, 2015. http://dx.doi.org/10.15242/icehm.ed1115031.

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Allagiannis, Ioannis, Aparna Lohiya, and Anita Mirijamdotter. "Omnichannel Retail and Business Model Transformation." In The 2st Linnaeus Student Conference on Information Technology: Digital Transformation in the Contemporary World. Lnu Press, 2021. http://dx.doi.org/10.15626/lscit2020.05.

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Due to new technological developments and the ongoing digitalization, the traditional retail sector is currently exposed to major challenges. Digital Retail started with the development of e-commerce, when online companies, such as Amazon, began selling products online. These major online global players are still growing much faster than their smaller European retail competitors. As the absorption of buying power through online retailers, is dominated by global players based in Asia (Alibaba, Rakuten) and the United States (Amazon, eBay), Europe is experiencing a loss in revenue. In this highly competitive market, traditional European brick-and-mortar retailers face hard challenges. However, studies show that most customers currently do not prefer pure online retailers, but a hybrid model, since traditional stores provide them with the opportunity to experience products and to receive personal advice from experts. This paper is a contribution to on-going research on the business model transition to include digital channels in traditional retail companies and to integrate various channels that support and streamline personal customer requirements. Thus, the paper explores challenges and opportunities for omnichannel management in the digital retail industry.
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Egor, Prokhin. "Digital Transformation of Industrial Companies: What is Management 4.0?" In ICEME '20: 2020 The 11th International Conference on E-business, Management and Economics. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3414752.3414779.

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Fedorovich, Shupletsov Aleksandr. "Business Development Strategies For Oil-And-Gas Companies And Social Policies Of Eastern Siberia." In RPTSS 2017 International Conference on Research Paradigms Transformation in Social Sciences. Cognitive-Crcs, 2018. http://dx.doi.org/10.15405/epsbs.2018.02.20.

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Smolíková, Lenka. "Business agility – new trend in business." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.080.

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This paper focuses on a new trend in management – business agility. This term is brand new in the field of management, but agile practices are well known in project management, especially in the IT sector. Purpose – the purpose of the paper is to clear the ify the relevance of a brand new topic – business agility. This purpose will be divided into six partial purposes. Research methodology – the research methodology consists of literature reviews as the first step followed by hypothesis and questionnaire survey. Findings – the findings and results derived from the research and reported at the end of the paper. The questionnaire survey is carried out to support or disprove the hypothesis. The most significant chapters are finding results and conclusion. Practical implications – the practical implications can be found in the model of business agility transformation that can be used in business, the potential risk of business agility transformation and benefits related to business agility. Research limitations – there is one research limitation and it is basically because there are not many companies that are agile in the Czech Republic and the term of business agility is new and it can influence a number of the filled questionnaire. Originality/Value – the originality and value can be seen in the contribution of this paper: the model of implementation business agility into the company
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Sobolieva, Tetiana, and Nataliia Holionko. "Digital Transformation: Opportunities & Challenges." In 5th International Scientific Conference 2021. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-464-4.11.

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The globalized world predetermines the digital development path of countries. Maintaining and strengthening the competitive advantages of national economies depend to a large extent on opportunities for digitalization-based transformation. A significant number of leading world studies explain the priorities, benefits and risks of the digital evolution of countries, the peculiarities of the formation and development of digital business in various fields. It is also important to determine the success factors of digital transformation processes. Successful examples of digitalization of the world's economies are based on strengthening the institutional environment, encouraging investment in digital enterprises, funding digital research and development, training IT professionals and using digital applications to create jobs, implementing measures to eliminate gender, ethnic and geographical inequalities in access to digital tools. Leading scientists and consultants have studied that the digitalization of the economy is mainly formed through the successful experience of digital transformations of companies. It depends on the ability of organizations to overcome the challenges of adapting business models to digital realities, digital upgrading of business processes and company culture, as well as further digital development of organizations in a competitive environment.
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Sinaj, Jonida. "Self-Service Business Intelligence success factors that create value for business." In The 2st Linnaeus Student Conference on Information Technology: Digital Transformation in the Contemporary World. Lnu Press, 2021. http://dx.doi.org/10.15626/lscit2020.04.

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Business Intelligence and Analytics have change the business needs, but the market requires a more data- driven decision-making environment. Self-service Business Intelligence initiatives are providing more competitive advantages currently. The role of the users and freedom of access is one of the essential advantages that SSBI holds. Despite this fact, there is still needed analysis on how business can gain more value from SSBI, based on the technological, operational and organizational aspects. The work in this paper serves to analysis on the SSBI requirements that bring value to business. The paper is organized starting from building knowledge by upon the existing literature and exploring the domain. Data will be collected by interviewing experts of the fields. The main findings will provide future suggestion related to the topic and the results will serve both the companies that have implemented it and the ones that want to see it as a perspective in the future.
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Reports on the topic "Transformations of business companies"

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Robayo Botiva, Diana María. Brief Current Context of the Types of Electronic Commerce in Colombia. Ediciones Universidad Cooperativa de Colombia, April 2021. http://dx.doi.org/10.16925/gclc.17.

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In the current context, e-commerce has improved significantly as consumers have increased online shopping in different sectors of the economy. Therefore, the term “e-commerce” is becoming increasingly well-known and relevant for conducting business transactions. In addition, the current context of the COVID-19 pandemic has contributed to the extreme growth of e-commerce, and in the long term it will be a vital part of companies to achieve a greater competitive advantage as it offers benefits to the end consumer. However, it is important to note that there will be technological and non-technological limitations that will affect its growth. Nevertheless, the advance of information and communication technologies (ICTS) will tend to correct these limitations, consolidating the generalized increase of e-commerce worldwide. Consequently, it is pertinent that students of economics, administrative and accounting sciences, engineering, among others, expand their knowledge in e-commerce and thus be at the forefront of the different issues surrounding the digital transformation in companies and the digital economy.
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Delmont, Elizabeth, Jennifer Gangi, and Sandra Curtin. The Business Case for Fuel Cells 2011: Energizing America's Top Companies. Office of Scientific and Technical Information (OSTI), November 2011. http://dx.doi.org/10.2172/1219823.

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Bertram, Rose Francoise, and Ting Chi. A Study of Companies' Business Responses to Apparel E-commerce's Environmental Impact. Ames: Iowa State University, Digital Repository, November 2016. http://dx.doi.org/10.31274/itaa_proceedings-180814-1735.

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Wilson, D. Work performed by Enterprise Companies (Enco) for (PHMC) for HANDI 2000 business management system. Office of Scientific and Technical Information (OSTI), August 1998. http://dx.doi.org/10.2172/10154443.

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Kraynova, O. S. Innovative tools for managing business processes companies in tourism and hospitality industry: logistic approach. Ljournal, 2015. http://dx.doi.org/10.18411/kray-2015-artc-00048.

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Lockrem, Sarah, and Sheng Lu. Business Model Makes a Difference? Impacts of the Financial Crisis on Luxury and Mass Apparel Companies from 2008-2011. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-862.

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Khanna, Madhu. Growing Green Business Investments in Asia and the Pacific: Trends and Opportunities. Asian Development Bank, December 2020. http://dx.doi.org/10.22617/wps200357-2.

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This paper discusses the opportunities and challenges for green businesses in Asia and the Pacific. It also identifies the market motivations, regulatory and nonregulatory mechanisms, and implications for companies.
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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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Tennant, David. Business Surveys on the Impact of COVID-19 on Jamaican Firms. Inter-American Development Bank, May 2021. http://dx.doi.org/10.18235/0003251.

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The datasets come from two surveys of Jamaican businesses conducted between May and June 2020. Two sets of self-administered surveys were conducted using Survey Monkey. A very small sample of financial institutions was surveyed to gain perspective on the challenges facing financiers as a result of the pandemic, and their efforts to respond to such challenges. Nine financial institutions completed this survey, and the results were used to complement the information derived from the second and major survey. The second survey targeted non-financial businesses operating in Jamaica. The sample of firms was selected from a list of all registered Jamaican firms, obtained from the Companies Office of Jamaica. A stratified random sample was used based on firm type, region, and sector. Some firms may have also participated in the study through contact made by their respective affiliations, which were approached to endorse the study and encourage their members to engage. A total of 390 firms completed the second survey. A significant degree of representation was achieved across size, type and age of business, sector and location of operation. Good gender representation was also achieved.
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Arce Chaves, Laura. Relaciones públicas como catalizadoras de innovación en la cadena de valor empresarial. Programa de prácticas empresariales Universidad Latina de Costa Rica/ Business innovation as a value chain in companies incorporated into Public Relations practice. Revista Internacional de Relaciones Públicas, December 2018. http://dx.doi.org/10.5783/rirp-16-2018-06-85-108.

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