Artículos de revistas: "Business strategy"

1

Lloyd, Bruce. "Business strategy". Long Range Planning 24, n.º 2 (abril de 1991): 121. http://dx.doi.org/10.1016/0024-6301(91)90112-2.

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Willett, Robert E. "Business Strategy". Natural Gas 5, n.º 6 (11 de septiembre de 2007): 12–14. http://dx.doi.org/10.1002/gas.3410050604.

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Tichá, I. y J. Hron. "Knowledge in the business strategy context". Agricultural Economics (Zemědělská ekonomika) 52, No. 1 (16 de febrero de 2012): 7–11. http://dx.doi.org/10.17221/4991-agricecon.

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The paper builds on the resource-based approach to the firm and develops it further towards the knowledge-based approach by exploring the importance of knowledge in a modern firm. Various concepts explaining characteristics of knowledge are compared and contrasted in order to contribute to the current strategic management thinking and to stimulate adoption of the concepts of knowledge management in modern businesses. The paper draws from the literature review made within the project Information and Knowledge Support for Strategic Management financed by the Czech Ministry of Education, Youth and Sports.

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4

Krishna, K. Bala, Dr Satya Subrahmanyam y Dr G. Srinivasa Rao. "Factoring Business –A Financial Revival Strategy". International Journal of Trend in Scientific Research and Development Volume-2, Issue-4 (30 de junio de 2018): 1064–66. http://dx.doi.org/10.31142/ijtsrd14195.

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5

BEYER, KAROLINA. "BUSINESS MODEL AND BUSINESS STRATEGY". sj-economics scientific journal 32, n.º 1 (30 de marzo de 2019): 16–26. http://dx.doi.org/10.58246/sjeconomics.v32i1.22.

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

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6

Kung, Kao-Hui, Wei-Hsi Hung, Chuan-Chun Wu y Chun-Chia Liao. "Linking Web Design Strategy with Business Strategy". International Journal of Web Portals 6, n.º 3 (julio de 2014): 1–14. http://dx.doi.org/10.4018/ijwp.2014070101.

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Given the modern trend toward the Internet, firms can now use web sites to achieve marketing and advertising effectiveness for their businesses. This usage creates a new model of marketing strategy. Experts in the field have indicated that links between marketing and competitive strategies are critical to organisational performance and business success. However, empirical studies conducted in various countries have shown that the web designs are misaligned with organizational strategic objectives. In this study, the authors view web sites as marketing applications, and investigate how corporate sites effectively support three types of business strategy: the prospector, analyser, and defender strategies. The authors conducted a series of in-depth interviews with web site designers and established design techniques through grounded theory approach to indicate how particular web sites support a specific type of business strategy. They also established the relationship between web design strategies and business strategies, which should help practitioners improve the strategic positioning of their web sites.

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7

Hawking, Paul y Carmine Sellitto. "Business Intelligence Strategy". International Journal of Enterprise Information Systems 11, n.º 1 (enero de 2015): 1–12. http://dx.doi.org/10.4018/ijeis.2015010101.

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Although Business Intelligence is seen as priority by many companies, the level of benefits achieved varies significantly between firms. Researchers have indicated that not having an effective Business Intelligence strategy is a significant issue in regards to trying to realize organizational benefits. This paper adopting a case study method investigates an Australian energy company's Business Intelligence adoption and the development of a Business Intelligence strategy that directly informed the firm's information needs. The important elements of this strategy included using a set of guiding principles to ensure that there was a close alignment of Business Intelligence outcomes with the company's needs. The paper provides insights for researchers and practitioners on the important factors need to be considered to achieve effective Business Intelligence.

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8

Cagliano, Raffaella, Federico Caniato y Gianluca Spina. "E‐business strategy". International Journal of Operations & Production Management 23, n.º 10 (octubre de 2003): 1142–62. http://dx.doi.org/10.1108/01443570310496607.

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9

Hopewell, Barry. "International business strategy". Long Range Planning 29, n.º 3 (junio de 1996): 423–24. http://dx.doi.org/10.1016/0024-6301(96)85311-8.

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10

Hawking, Paul y Carmine Sellitto. "Business Intelligence Strategy". International Journal of Business Intelligence Research 8, n.º 2 (julio de 2017): 17–30. http://dx.doi.org/10.4018/ijbir.2017070102.

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Business Intelligence has been adopted across numerous industry sectors where the commensurate benefits have been reported as being significant to those that fall short of expectations. Indeed, an effective strategy that aligns company objectives and Business Intelligence has been shown to be an important factor in firm realizing organizational benefits. Using a case study approach, the paper documents the key aspects of two companies' Business Intelligence strategy that directly enhanced informational requirements. The paper presents a novel description of Business Intelligence strategies that will provide valuable lessons for not only researchers, but also industry practitioners.

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11

Davies, Warnock. "Global Business Strategy". Journal of Transnational Management Development 5, n.º 1 (31 de julio de 2000): 81–97. http://dx.doi.org/10.1300/j130v05n01_05.

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12

Zhu, Ying, Valerie Lynette Wang, Yong Jian Wang y Jim Nastos. "Business-to-business referral as digital coopetition strategy". European Journal of Marketing 54, n.º 6 (21 de febrero de 2020): 1181–203. http://dx.doi.org/10.1108/ejm-01-2019-0011.

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Purpose Based on theories related to coopetition, the purpose of this paper is to examine the patterns of business-to-business digital referrals inscribed in businesses’ digital content. Design/methodology/approach A complete industry-wise digital data set is formed by extracting digital referrals in all the content pages. The authors outline how digital referrals are strategically used among peer businesses in the peer-to-peer digital network and in the augmented digital network, taking into consideration geographical framing and physical distance. Findings The authors reveal how geographical framing and physical distance influence peer-to-peer referral patterns in the digital space. Quite counter-intuitively, businesses are more likely to give digital referrals for peers residing in the same region, as well as for peers located in closer proximity. Further, results from the augmented digital network show that peer businesses in closer proximity exhibit greater strategic similarity in their digital referring strategy. Research limitations/implications The findings extend the understanding of business-to-business coopetition to the digital space and suggest that geographical framing and physical distance can induce reciprocated relationships between peers by offering each other digital referrals. Practical implications The findings shed light on the formation of a business-to-business digital coopetition strategy using digital referral marketing. Originality/value This study highlights the impact of digital referrals in business-to-business relationship management, especially in the digital coopetition context.

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13

Mirzaeva Faziljanovna, Dilafruz y Gao Yongqian. "Effective Business Strategy for International Strategic Performance: An Empirical Study of Chinese Construction Firms". International Journal of Management Science and Business Administration 2, n.º 3 (2014): 43–55. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.23.1005.

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To build on the research of strategic management we conducted an empirical study in the context of international performance. Three principal strategies, according to Porters generic strategy theory: cost leadership cost-focus and differentiation respectively, were tested in our research model. Quantitative empirical analysis of international strategy on a sample of 58 Chinese firms was conducted to determine strategies that lead to enhanced strategic performance. We utilized survey strategy encompassing questionnaire data collection. The collected data was analyzed using SPSS statistical package. Inference statistics consisting of correlation analysis and multiple regression analysis were performed. Findings of the study suggest that cost leadership and differentiation strategies impact strategic performance significantly, whereas cost-focus does not. A value of appropriate international business strategy is illustrated by supporting a relationship between strategy and international performance. The originality of contributions of the study lies in the fact that the generic business strategies’ impact on strategic performance is tested on an international market on the sample of Chinese firms. These notions enrich existing body of knowledge on strategic management. Therefore, companies conducting their business operations internationally should consider forming and implementing strategies of differentiation and cost leadership to achieve optimal business results.

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14

Arora, Prachi. "Incorporate Corporate Social Responsibility Strategy into Business". SIJ Transactions on Industrial, Financial & Business Management 07, n.º 01 (13 de febrero de 2019): 09–16. http://dx.doi.org/10.9756/sijifbm/v7i1/0102590102.

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15

Shang, Yufei. "Tencent’s Business Model and Business Strategy". Frontiers in Business, Economics and Management 4, n.º 2 (30 de junio de 2022): 29–33. http://dx.doi.org/10.54097/fbem.v4i2.631.

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In the competitive practice, a set of practical and unique corporate business models is the key to superiority in the market competition. Nevertheless, since the different perspectives of the researchers, resulting in the lack of unified understanding of the basic concept, structural system, and theoretical scope of business models, the research on enterprise business models has not formed a unified theoretical framework yet. Based on that, to better guide Chinese enterprises in successful enterprise business models, this paper explores the strategies for the design and innovation of enterprise business models, and attempts to provide ideas for the change of existing business models. Through the basic science research of Tencent's official, it could be found that the official operation model is roughly divided into three parts: Internet technology value-added services, mobile communication value-added services, and Internet advertising. The sales market began to be occupied by the official QQ of Tencent, and a large number of visitors were attracted, resulting in a fixed customer base. By maintaining a high number of hits and popularity, further development of other regions was carried out to gain profits. Tencent officials know their customer base well enough to provide them with a satisfactory service, no matter where the customer is. Most of Tencent's official business processes are aimed at the younger demographic. Taking advantage of customers' blind comparisons, curiosity, and other psychology, they deduct specific fees from various Unicom value-added services to gain profits.

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16

Teece, David J. "Business Models, Business Strategy and Innovation". Long Range Planning 43, n.º 2-3 (abril de 2010): 172–94. http://dx.doi.org/10.1016/j.lrp.2009.07.003.

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17

Turuk, Mladen. "Digital strategy". International journal of contemporary business and entrepreneurship 1, n.º 1 (30 de junio de 2020): 62–76. http://dx.doi.org/10.47954/ijcbe.1.1.5.

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The digital strategy presents a framework for digital business transformation and an inevitable requirement for achieving success in a digital world. The pace of change and innovation in digital businesses is not slowing down and today almost no business can ignore its digital aspect but what drives digital transformation is a strategy, not technology. Therefore, the ability to digitally reimagine the business is determined by a clear digital strategy, and the leaders able to implement it in the organization. Inertia is not the solution to uncertainty. Having a clear vision, goals and objectives help organizations to reduce this ambiguity and adapt to an everchanging digital environment. Agile outperforms the traditional approach and new, innovative organizations replace incumbents that do not adapt fast enough in a process known as creative destruction.

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18

Chelliah, John y Yogita Swamy. "Deception and lies in business strategy". Journal of Business Strategy 39, n.º 6 (19 de noviembre de 2018): 36–42. http://dx.doi.org/10.1108/jbs-09-2017-0135.

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Purpose The purpose of this paper is to explore the use of deceit as a business strategy. There is ample evidence in the mainstream media of deceitful strategies in business, yet there is a lack of discovery of deceit as a strategic tool in the mainstream literature. Design/methodology/approach This is a conceptual paper that first explains deceit and interprets the use of deceit as strategic tool in business using case vignettes as evidence. The paper puts forth a convincing case that there is enough evidence to substantiate our proposition that deceit is indeed part of the repertoire of tools utilised by some businesses. Findings The value of this paper is that it highlights why deceit is used strategically to achieve profit motives of businesses. Originality/value This paper attempts to fill a gap that exists in the extant literature and would especially benefit management practitioners and business academics in appreciating the use of deceit as a business strategy.

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19

D M Parikh, D. M. Parikh. "Business to Responsible Business a Sustainable Strategy of Survival & Growth for all". Indian Journal of Applied Research 3, n.º 6 (1 de octubre de 2011): 317–22. http://dx.doi.org/10.15373/2249555x/june2013/106.

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20

RIAHI, Youssra. "Business Intelligence: A Strategy for Business Development". International Journal of Economics and Management Studies 4, n.º 9 (25 de septiembre de 2017): 1–5. http://dx.doi.org/10.14445/23939125/ijems-v4i9p101.

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21

Perwitasari, Fitri Dian, Bastoni Bastoni y Bayu Arisandi. "BUSINESS DEVELOPMENT STRATEGY OF SHEEP IN CIREBON REGENCY". Agrisocionomics: Jurnal Sosial Ekonomi Pertanian 4, n.º 2 (14 de octubre de 2020): 281–88. http://dx.doi.org/10.14710/agrisocionomics.v4i2.4631.

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The purpose of this study is to find out what alternative strategies are needed in the development of sheep business that are suitable to be applied in Cirebon Regency, which are expected to have implications for increasing sheep productivity and welfare of farmers. The location of the study was carried out in Cirebon Regency, from March to August 2018. The research method was a survey method to collect primary data from respondents and secondary data. The study sample was determined randomly as many as 43 farmers from three PUSKESWAN regions in Cirebon Regency. Data analysis uses internal environment analysis, external environment analysis, and SWOT analysis. The results of the SWOT matrix analysis are in quadrant II where this stage can grow and be fostered. This business can experience good growth if 1) strengthen the function and role of the group, 2) sheep breeders get continuous guidance and guidance both about the technical, introduction of appropriate technology and marketing from Government Agencies, especially the Agriculture and Livestock Services, Universities and private parties.

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22

V. Balashova, Karina, Aleksandr M. Batkovskiy, Pavel A. Kalachikhin, Elena G. Semenova, Yury F. Telnov y Alena V. Fomina. "Formalization and elaboration of a company’s business strategy". Problems and Perspectives in Management 16, n.º 3 (18 de julio de 2018): 80–91. http://dx.doi.org/10.21511/ppm.16(3).2018.07.

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The article deals with issues of formalization and elaboration of business strategies. The authors have formulated a hypothesis that there is no universal strategy ensuring maxi¬mum benefit to an enterprise. The choice of a company’s strategy is considered from the point of view of a game-theoretical interpretation as a competition component. The process of engineering a company’s business strategy is presented in the form of a technological network. The study shows the possibility of automating the selection of a strategy by decision-making support systems. The article outlines the problem of classifying enterprise strategies by general features. The structure of a company’s strategy is formalized as a relationship of a set of strategic objectives in the S.M.A.R.T. technique and a set of means to achieve the goals limited by a company’s capabilities. The authors examine the indicator structure for achieving strategic goals. A definition is given to the type and form of a strategy based on the pattern concept. The article defines a methodology for assessing the probability of achieving the strategic goal. A new concept of a fluid strategy has been introduced along with several other variations of business strategies that might be encountered.

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23

Harrington, James W. "Corporate strategy, business strategy and activity location". Geoforum 16, n.º 4 (enero de 1985): 349–56. http://dx.doi.org/10.1016/0016-7185(85)90042-9.

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24

Kalseth, Karl y Sarah Cummings. "Knowledge Management: development strategy or business strategy?" Information Development 17, n.º 3 (septiembre de 2001): 163–72. http://dx.doi.org/10.1177/0266666014240917.

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Terrón-Ibáñez, Sara, María Elena Gómez-Miranda y Lázaro Rodríguez-Ariza. "Dimension as a business strategy". European Journal of Family Business 10, n.º 1 (31 de mayo de 2020): 20–32. http://dx.doi.org/10.24310/ejfbejfb.v10i1.6705.

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This paper analyzes the possible differences in the economic-financial situation of family organizations based on the business dimension. Then, we focus our analysis on SMEs to analyse the influence of the dimension in their performance. For this, information belonging to a large sample composed of 21,149 family businesses and 5,737 non-family businesses in Spain corresponding to the period 2003–2015 is studied. The conclusions obtained show that, although the increase in the dimension of the family organizations is positively related to their performance, there are limits beyond which the value of certain economic-financial indicators can be negatively affected. This behavior is not observed in non-family businesses.

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Slemrod, Joel, Myron S. Scholes y Mark A. Wolfson. "Taxes and Business Strategy." Journal of Finance 47, n.º 4 (septiembre de 1992): 1648. http://dx.doi.org/10.2307/2328961.

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Guo, Yunli. "Business Strategy Analysis—Lenovo". Journal of Business Theory and Practice 6, n.º 3 (15 de agosto de 2018): 245. http://dx.doi.org/10.22158/jbtp.v6n3p245.

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<em>Business Strategy is a set of decision-making and actions that help the company to gain competitive advantage and to win competition. Strategy Choice is to decide which best strategy to choose. In this paper, I would like to use SWOT analysis in order to identify Lenovo’s resource strength, weakness, opportunities and threats in PC marketing. A SWOT analysis is a method for assessing organization’s current position in order to plan action and resources appropriately. There are also certain researches on Lenovo’s Customer Care Policy, and through investigations and analysis to identify whether they have a good customer care policy and whether they meet the customers’ needs and satisfactions. Finally, identify the area need improve that can help company better meet customer needs and satisfactions, and help company have improvement on its operation and development.</em>

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28

Tolkachev, S. V. "SMALL BUSINESS DEVELOPMENT STRATEGY". Вестник Алтайской академии экономики и права 2, n.º 11 2020 (2020): 349–52. http://dx.doi.org/10.17513/vaael.1432.

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Finlay, Paul N. y Joe Peppard. "IT Strategy for Business." Journal of the Operational Research Society 45, n.º 10 (octubre de 1994): 1217. http://dx.doi.org/10.2307/2584485.

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Shayb, Hezi y Radu Muşetescu. "Business Strategy during Crisis". Proceedings of the International Conference on Business Excellence 14, n.º 1 (1 de julio de 2020): 263–72. http://dx.doi.org/10.2478/picbe-2020-0025.

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AbstractDrawing from a body of strategic management literature, we explore the approaches proposed by theory and available to business decision makers during crisis. We argue that there is no real theory of success of management during crisis but only broad principles that should be followed. In a certain sense, experience and intuition – what could be called soft skills – are as important as hardcore economics. Moreover, the metrics of measuring crisis and the impact of decisions during such circumstances are to be further explored and divided in a comprehensive taxonomy. Despite its popular use, crisis management is at the start of its development. The authors advance both an approach as well as a tool for supporting decisions during business crisis.

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31

Konobeeva, O. E. "MARKETING STRATEGY OF BUSINESS". Education and Science without Limits: Fundamental and Applied Researches, n.º 10 (25 de noviembre de 2019): 119–24. http://dx.doi.org/10.36683/2500-249x-2019-10-119-124.

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Working out and realization of marketing strategy requires certain conditions: clear idea about the purposes of production and sale in prospect, marketing activity strategy of the firm; knowledge of the market and its requirements; clear idea about the possibilities and resources (research, scientific and technical, industrial, marketing). The article is devoted to these problems.

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32

Shelby, Annette. "Business Communication as Strategy". Journal of Education for Business 67, n.º 5 (junio de 1992): 279–81. http://dx.doi.org/10.1080/08832323.1992.10117558.

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33

Marren, Patrick. "High‐functioning business strategy". Journal of Business Strategy 28, n.º 6 (6 de noviembre de 2007): 37–39. http://dx.doi.org/10.1108/02756660710835914.

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34

Finlay, Paul N. "IT Strategy for Business". Journal of the Operational Research Society 45, n.º 10 (octubre de 1994): 1217–18. http://dx.doi.org/10.1057/jors.1994.192.

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35

Mathur, Shiv Sahai. "Strategy: Framing Business Intentions". Journal of General Management 12, n.º 1 (septiembre de 1986): 77–97. http://dx.doi.org/10.1177/030630708601200106.

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36

Henderson, Steven. "Business Strategy: an Introduction". Long Range Planning 36, n.º 5 (octubre de 2003): 504–6. http://dx.doi.org/10.1016/j.lrp.2003.08.004.

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37

Gans, Joshua. "Editorial Statement—Business Strategy". Management Science 63, n.º 11 (noviembre de 2017): iv. http://dx.doi.org/10.1287/mnsc.2017.2957.

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Patel, Bhavik N. y Frank V. Cespedes. "Introduction to Business Strategy". Journal of the American College of Radiology 13, n.º 6 (junio de 2016): 747–49. http://dx.doi.org/10.1016/j.jacr.2015.11.019.

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39

Sullivan, Lawrence D. "Business strategy: An introduction". Long Range Planning 20, n.º 2 (abril de 1987): 134–35. http://dx.doi.org/10.1016/0024-6301(87)90017-3.

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40

Eshun, Joseph P. "Business incubation as strategy". Business Strategy Series 10, n.º 3 (24 de abril de 2009): 156–66. http://dx.doi.org/10.1108/17515630910956570.

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41

Kim, Hyungmi. "Business Strategy of Cooperatives". KOREAN JOURNAL OF COOPERATIVE STUDIES 33, n.º 1 (abril de 2015): 79–83. http://dx.doi.org/10.35412/kjcs.2015.33.1.004.

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42

Brandenburger, Adam M. y Harborne W. Stuart. "Value-based Business Strategy". Journal of Economics & Management Strategy 5, n.º 1 (13 de enero de 2005): 5–24. http://dx.doi.org/10.1111/j.1430-9134.1996.00005.x.

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43

Rawung, Stanny Sicilia y Maya F. S. Salindeho. "Small-Scale Industries Development Strategy in Bitung City Using SWOT Analysis and TOWS Strategy". Society 8, n.º 2 (31 de diciembre de 2020): 783–93. http://dx.doi.org/10.33019/society.v8i2.269.

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This study aims to analyze industrial groups’ position based on developing and business success and strategies that can be used in developing small-scale industrial enterprises in the Bitung City, North Sulawesi Province. The research took place in Bitung City, North Sulawesi Province. The research sample was 185 small business owners in Bitung City. The sampling method used was random. Data were collected using a questionnaire with a Likert scale and strategy analysis using SWOT analysis and TOWS strategy. The results of this study found that: (1) based on the SWOT analysis results, each industry group is advised to implement a survival strategy and future integration that is offered according to internal factors and external factors that affect the success of micro-businesses in Bitung City. (2) the small-scale industries in Bitung City have excellent development capabilities and a high business success level.

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44

Jordaan, Yolanda y Jacobus Johannes Badenhorst. "The Relationship Between Business Strategy and Customer Satisfaction: A study of South African business performance". Journal of Business and Management Review 3, n.º 9 (28 de septiembre de 2022): 656–74. http://dx.doi.org/10.47153/jbmr39.3892022.

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The purpose of this paper is to investigate the inter-connected relationships of business strategy, customer satisfaction and business performance. Data was collected from senior executives in small, medium, large and corporate businesses in South Africa, and supplemented with existing available national customer satisfaction data. A total sample of 1,069 business leaders was realised of which 64 businesses had available customer satisfaction data. Findings revealed a relation between a clear business strategy and high levels of customer satisfaction. More importantly, both business strategy and customer satisfaction differentiate businesses on overall performance/success. This single survey study could not capture business-performance drivers within a value chain of decisions, actions and outcomes. The association between business strategy and customer satisfaction cannot be ignored by practitioners who aspire to improve business performance. Thus, if customer satisfaction aligns with a clear business strategy it can provide superior business performance in comparison to industry competitors. These results show conclusively that the clarity of a business’s purpose, through consistently prioritising one of Porter’s generic strategies, succeeds in satisfying customers. While previous research analysed the relationship between both business strategy and customer satisfaction with business performance, the originality of this study lies in linking business strategy with customer satisfaction. Furthermore, the research adapted existing business measurements to bring it in line with Porter’s generic strategies, and then adjusted the strategy classification to be consistent with how businesses prioritise strategies.

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Hosseinzadeh Shahri, Masoumeh y Maryam Nematollahi Sarvestani. "Business model innovation as a turnaround strategy". Journal of Strategy and Management 13, n.º 2 (12 de marzo de 2020): 241–53. http://dx.doi.org/10.1108/jsma-08-2019-0154.

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PurposeThe purpose of this research is to determine the firms, innovations in the cases that have successfully overcome a decline and also to assess whether these innovations can be considered as business model innovations.Design/methodology/approachIn this paper, the data was collected from analyzing four case studies in different businesses through semistructured interviews with relevant internal experts.FindingsThe findings revealed that the innovation that had been taken was related to the constructs of their existing business model. Therefore, the business model innovation functions as a critical practice of turnaround strategy in the decline period.Research limitations/implicationsThe article provides the most important business model constructs in each business through which the related firm could overcome a decline in their life cycle. Since this paper has been studied in different unrelated businesses and due to the qualitative research nature, generalization cannot be ensured.Practical implicationsFrom the practical and managerial point of view, this article is useful as it defines the most important business model components in each industry and based on it, the similar companies can do innovation in their business model. It also helps the related companies in the same industry to develop and design their specific turnaround strategies.Originality/valueSo far, rare research has seen business model innovation as a turnaround strategy, and it can be claimed that till now, no research has been conducted in Iran in this context. Therefore, the business practitioners can employ innovation on the components of their existing business model to overcome a decline.

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GUPTA, YASH P. y SUBHASH C. LONIAL. "EXPLORING LINKAGES BETWEEN MANUFACTURING STRATEGY, BUSINESS STRATEGY, AND ORGANIZATIONAL STRATEGY". Production and Operations Management 7, n.º 3 (5 de enero de 2009): 243–64. http://dx.doi.org/10.1111/j.1937-5956.1998.tb00455.x.

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47

Velasco-Saltos, Melissa, Juliana Mesías-Vargas y Patricio Medina-Chicaiza. "Business Simulator as a Business Teaching-Learning Strategy". International Business Research 13, n.º 2 (16 de enero de 2020): 41. http://dx.doi.org/10.5539/ibr.v13n2p41.

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This research proposes the use of business simulators as a business teaching-learning strategy in the Business Administration Degree in a Higher Education Institution in Ecuador. The problematic situation that is evident is that the modules or subjects related to business negotiation are dictated in a theoretical way, but an adequate practical teaching process is not carried out, which triggers a deficit in the development of skills adjusted to the academic performance of the students and future professionals. For the elaboration of the content, documents in Spanish and English were registered in databases such as Springer, Scopus, Scielo, Web of Science, Redalyc, EBSCO among others Interviews and direct observation were also used, with which evidence was found under the use index of the technological tool. Finally, 5 stages were proposed for the elaboration of the strategy: diagnosis, preparation, planning, execution, evaluation, and control.

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Morris, Langdon. "Business Model Innovation The Strategy of Business Breakthroughs". International Journal of Innovation Science 1, n.º 4 (diciembre de 2009): 191–204. http://dx.doi.org/10.1260/1757-2223.1.4.191.

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Dunning, J. "Crewe business park – a pioneering business park strategy". Property Management 8, n.º 2 (febrero de 1990): 137–42. http://dx.doi.org/10.1108/eum0000000003359.

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Paswan, Audhesh K., Francisco Guzmán y Charles Blankson. "Business to business governance structure and marketing strategy". Industrial Marketing Management 41, n.º 6 (agosto de 2012): 908–18. http://dx.doi.org/10.1016/j.indmarman.2011.10.011.

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