Literatura académica sobre el tema "STRATEGIC BUSINESS PARTNER"
Crea una cita precisa en los estilos APA, MLA, Chicago, Harvard y otros
Consulte las listas temáticas de artículos, libros, tesis, actas de conferencias y otras fuentes académicas sobre el tema "STRATEGIC BUSINESS PARTNER".
Junto a cada fuente en la lista de referencias hay un botón "Agregar a la bibliografía". Pulsa este botón, y generaremos automáticamente la referencia bibliográfica para la obra elegida en el estilo de cita que necesites: APA, MLA, Harvard, Vancouver, Chicago, etc.
También puede descargar el texto completo de la publicación académica en formato pdf y leer en línea su resumen siempre que esté disponible en los metadatos.
Artículos de revistas sobre el tema "STRATEGIC BUSINESS PARTNER"
Fauzi, Agus. "MANAJEMEN SUMBER DAYA MANUSIA STRATEGIK: KESESUAIAN ANTARA STRATEGI SUMBER DAYA MANUSIA DENGAN STRATEGI BISNIS". Jurnal Manajemen 1, n.º 1 (1 de agosto de 2016): 96–109. http://dx.doi.org/10.54964/manajemen.v1i1.176.
Texto completoSokurenko, Igor. "Technology of decision-making management by small enterprises to choose strategic alternatives". Socio-Economic Research Bulletin, n.º 3-4(74-75) (27 de octubre de 2020): 146–59. http://dx.doi.org/10.33987/vsed.3-4(74-75).2020.146-159.
Texto completoSolomon, Markos y Ketema Yehualashet. "HRM as a strategic business partner: insights from selected private commercial banks in ethiopia". i-manager’s Journal on Management 16, n.º 3 (2022): 1. http://dx.doi.org/10.26634/jmgt.16.3.18672.
Texto completoSondermann, Kai y Sebastian Suffa. "Zwischen Strategic Business Partner und Robot Supervisor". Controlling & Management Review 65, n.º 5-6 (agosto de 2021): 30–38. http://dx.doi.org/10.1007/s12176-021-0401-x.
Texto completoArnold, Vicky, Tanya S. Benford, Clark Hampton y Steve G. Sutton. "Enterprise Risk Management as a Strategic Governance Mechanism in B2B-Enabled Transnational Supply Chains". Journal of Information Systems 26, n.º 1 (1 de marzo de 2012): 51–76. http://dx.doi.org/10.2308/isys-10253.
Texto completoStan, Valentina y Barbara Caemmerer. "The Development And Management Of Organizational Partner Satisfaction". Journal of Applied Business Research (JABR) 31, n.º 1 (15 de diciembre de 2014): 47. http://dx.doi.org/10.19030/jabr.v31i1.8989.
Texto completoMulaomerovic, Elma y Eric Min-yang Wang. "Challenges and Opportunities for Human Factors/Ergonomics as a Strategic Partner for Business Managers: In-Depth Research of Experts’ Visions". Sustainability 15, n.º 4 (8 de febrero de 2023): 3078. http://dx.doi.org/10.3390/su15043078.
Texto completoAbidi, Hella, Wout Dullaert, Sander De Leeuw, Darek Lysko y Matthias Klumpp. "Strategic partner evaluation criteria for logistics service provider networks". International Journal of Logistics Management 30, n.º 2 (13 de mayo de 2019): 438–66. http://dx.doi.org/10.1108/ijlm-07-2017-0178.
Texto completoShiri, Shammy. "Integration and Transformation of HR as a Strategic Partner in Business Operations". International Journal of Scientific Research 3, n.º 1 (1 de junio de 2012): 229–31. http://dx.doi.org/10.15373/22778179/jan2014/75.
Texto completoBahuguna, P. C., P. Kumari y S. K. Srivastava. "Changing Face of Human Resource Management: A Strategic Partner in Business". Management and Labour Studies 34, n.º 4 (noviembre de 2009): 563–81. http://dx.doi.org/10.1177/0258042x0903400407.
Texto completoTesis sobre el tema "STRATEGIC BUSINESS PARTNER"
Davalos, Eugenia. "Competencies Required for Healthcare Information Technology to Be an Effective Strategic Business Change Partner". Thesis, Benedictine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3574691.
Texto completoOne of the core strategies to transform the United States national healthcare system is the implementation of key technologies such as the electronic patient medical record. Such key technologies improve patient care and help the organization gain competitive advantage. With a high demand for strategic and operational change, healthcare providers are turning to their own internal Healthcare Information Technology (HIT) for integrated technology solutions (e.g., clinical systems, robotics, infrastructure) in order to reduce costs, improve patient care, and unlock new value through innovation. Due to the overreliance on advanced technology solutions for revamping the US Healthcare System, the role of internal HIT needs to evolve into that of an effective strategic business change partner. As such, the purpose of this study was to test an a priori conceptual model of five competencies that would enable HIT to be an effective strategic business change partner. An on-line survey instrument was used to collect data from hospitals across the country and the data was analyzed through quantitative methods. Results suggest that the perception of internal healthcare information technology (HIT) organizations as an effective strategic business change partner is determined by its competence as a Healthcare Strategists, Change Driver, Collaborator, Agile Leader, and Technology Service Provider.
Al-Tabbaa, Omar Fawzi. "From beggar to partner : nonprofit-business collaboration as a strategic option for nonprofit organizations". Thesis, University of Leeds, 2013. http://etheses.whiterose.ac.uk/5300/.
Texto completoYue, Rui. "Contagion or competition : partner abandonment in Korean television advertising industry, 1985-1996 /". View abstract or full-text, 2004. http://library.ust.hk/cgi/db/thesis.pl?MGTO%202004%20YUE.
Texto completoIncludes bibliographical references (leaves 68-81). Also available in electronic version. Access restricted to campus users.
Mvemve, Mzokhona. "Government as a strategic partner for South African wine industry in the US market". Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/1027.
Texto completoENGLISH ABSTRACT: The global wine market has faced varying challenges in the first decade of the 21st century; over production brought a power shift in favour of buyers which resulted in a decline in profit margins per bottle sold. The main gainer in these uncertain times has been the consumer. As more regions enhance their wine making skills and embrace superior technology, the wine quality has improved and competition intensified. The growing consumers' wine knowledge has altered quality expectations, placing an added pressure on new brands entering the market. The United States of America (USA, but hereafter referred to as US) remains a growing wine market, with a population size of 303 million people and an appetite for luxury goods and services it continues to be a popular export destination for other wine regions. The latter trend persist despite a cost of entry into the US market being regarded high as a result of the country's three tier system, which allows for further three segments of the value chain from the producer to add their mark-ups on an exported bottle of wine before it reaches the end consumer. The pricing system has proven to be insufficient a deterrent, particularly to the New World wine producers. Australia has remained the most successful producer of the New World wines in the export market for the past three decades; the same cannot be said for South Africa wine industry. While market and strategic orientation, industry plan and interorganisational collaboration are identified as key factors in the Australian success, the partnership between government bodies and wine industry bodies are credited for their unified approach to the US market. The South African government have programmes aimed at promoting the county's export of goods and services. The adequacy of such programmes remains in doubt, particularly in the eminent challenges in the global wine market. The study investigates the extent and nature of a partnership between government bodies and the South African wine industry with regard to effective promotion of the country's wines in the US market. A qualitative methodology is employed to ensure credibility and accuracy of the primary data. Five participants are selected for a discussion, including an exporting wine producer, wine cellars association, wine export council and two government agencies. The Vision 2020 strategy by the South African wine industry is reviewed, with the main focus on the US market and the role of the exporting country's government given the changing international trade regime. The study concludes that the US remains a critical market for South African wine producers despite the high cost of entry, global wine surplus and economic recession, and that success for the country's wines is partly dependent on a unified approach by the industry, attainable though partnerships with government agencies. While acknowledging the continuing government support, it makes recommendations on how to strengthen existing partnerships with regard to the US export market for South African wines. The study lacks generaliseability; however since it is meant to assist design effective export promotion programmes for South African wines in the US market, the absence of generaliseability is considered unproblematic.
AFRIKAANSE OPSOMMING: Die globale wynmark het in die eerste dekade van die 21ste eeu voor verskeie uitdagings te staan gekom. Dit sluit in oorproduksie wat tot 'n magskuif ten gunste van kopers gelei het en winsmarges per bottel wyn wat verkoop is laat daal het. Die grootste voordeeltrekker in hierdie onsekere tye is die verbruiker. Soos al meer streke hul wynproduksievaardighede versterk en die beste tegnologie benut, verbeter die gehalte van wyn en word mededinging strawwer. Soos verbruikers se kennis van wyn toeneem, verander hul verwagtinge ten opsigte van gehalte. Dit plaas bykomende druk op nuwe handelsmerke wat tot die mark toetree. Die wynmark in die Vereenigde State van Amerika (VSA) groei steeds. Met 'n bevolkingsgrootte van 303 miljoen mense en 'n aptyt vir luukse goedere en dienste bly die VSA 'n gewilde uitvoerbestemming vir ander wynstreke. Die tendens om wyn na die VSA uit te voer, bly sterk ondanks die hoë koste om tot die VSA-mark toe te tree. Dié hoë koste is die gevolg van die VSA se drie-vlak stelsel wat dit vir produsente moontlik maak om die waardeketting verder te segmenteer en hul prysverhoging by 'n bottel ingevoerde wyn te voeg voordat dit die eindverbruiker bereik. Hierdie prysbepalingstelsel blyk egter onvoldoende te wees as 'n afskrikmiddel, veral vir wynprodusente van die Nuwe Wêreld. Australië was die afgelope drie dekades die suksesvolste produsent van Nuwe Wêreld-wyne vir die uitvoermark. Dieselfde geld egter nie vir Suid-Afrika se wynbedryf nie. Hoewel strategiese en markoriëntasie, bedryfsplanne en interorganisatoriese samewerking as sleutelfaktore vir sukses in Australië geïdentifiseer is, kry die vennootskappe tussen dié land se regeringsliggame en wynbedryfsliggame die krediet vir hul verenigde benadering tot die VSA se mark. Die Suid-Afrikaanse regering het programme wat die land se uitvoer van goedere en dienste bevorder. Die gepastheid van sodanige programme bly onseker, veral in die lig van die groot uitdagings in die globale wynmark. Die studie ondersoek die omvang en aard van 'n vennootskap tussen regeringsliggame en die Suid-Afrikaanse wynbedryf ten opsigte van doeltreffende promosie van die land se wyne in die VSA-mark. 'n Kwalitatiewe metodologie word gebruik om die geloofwaardigheid en akkuraatheid van die primêre data te verseker. Vyf deelnemers is vir 'n bespreking gekies: 'n produsent wat wyn uitvoer, 'n wynkeldervereniging, wynuitvoerraad en twee regeringsliggame. Die Visie 2020-strategie deur die Suid-Afrikaanse wynbedryf word hersien en sterk klem word ook gelê op die VSA-mark en die rol van die uitvoerland se regering in die lig van die veranderende internasionale handelsregime. Die studie kom tot die gevolgtrekking dat die VSA 'n kritiese mark vir Suid-Afrikaanse wynprodusente bly ondanks die hoë koste van toetrede, die globale wynsurplus en die ekonomiese resessie, en dat sukses vir Suid-Afrika se wyn deels van 'n verenigde benadering tot die wynbedryf afhang wat deur vennootskappe met regeringsagentskappe moontlik gemaak kan word. Hoewel die verslag erkenning gee aan voortgesette regeringsondersteuning, word aanbevelings ook gedoen oor hoe om die bestaande vennootskappe ten opsigte van die VSA as uitvoermark vir Suid-Afrikaanse wyne te versterk. Hierdie studie het 'n gebrek aan veralgemeenbaarheid. Omdat dit egter daarop gerig is om doeltreffende promosieprogramme vir die uitvoer van Suid-Afrikaanse wyne na die VSA-mark te help ontwerp, word die afwesigheid van veralgemeenbaarheid as onbelangrik geag.
Sivertsson, Yulia. "Management accountants´ participation in strategic management processes: multiple-case study". Thesis, Högskolan Dalarna, Institutionen för kultur och samhälle, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:du-37445.
Texto completoFahnehjelm, Alexander y Thomander Isabel. "Strategic Alliance Formation in a Dynamic Environment : A Business Ecosystem perspective applied to Strategic Alliances in the Online Media Industry". Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279537.
Texto completoPersson, Fredrik y Rasmus Pettersson. "Val av samarbetspartner vid bildande av strategiska allianser för små och medelstora teknikföretag". Thesis, Linköping University, Department of Management and Economics, 2003. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-1718.
Texto completoBackground: A majority of strategic alliances do not create value for the participants. One of the main reasons for the high failure rate is an inadequate process for partner selection. If the correct partner is not selected, it can have serious effects on the management of the partnership. This is a serious problem since failed alliances usually are very expensive for the involved companies.
Purpose: The purpose of this thesis is to investigate which theoretical factors are important when selecting a partner for a strategic alliance. Further we aim to investigate how these factors can effect partner selection for small and middle size technology intensive companies.
Realisation: The empirical part is based on interviews with persons holding key positions at four case companies. All the case companies are situated in Mjärdevi Science Park.
Result: Our research has shown that the strategic fit is the crucial factor. Other important factors are brand, network position, compatibility and attention when selecting a partner for a strategic alliance.
Danielsson, Teodor y Erik Edgren. "Partnerval i joint ventures på den svenska 3G-marknaden En studie av de svenska nätoperatörerna". Thesis, Linköping University, Department of Management and Economics, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-1043.
Texto completoBackground: Traditionally defined boundaries and borders between organizations are at present being re-evaluated because of new and tougher demands. Today we can see a trend where these boundaries are being lowered or even eliminated when organizations choose to co-operate instead of compete.
Purpose: In order to create an understanding for the partner selection process in the newly founded joint ventures between the companies which are building the Swedish 3G Network, the determining factors are being studied.
Delimitation: The studies companies are co-operating as network operators but are at the same time competing as mobile operators. This relationship is in the literature described as co-opetition, which will not be investigated in this paper.
Realization: Taking our starting point in Geringer’s task- and partner-related approach, a simple model has been created for the task. Empirical data have been collected through interviews, and have been analyzed with this model.
Results: Essentially the same factors have been found determining for the companies which have committed themselves for co-operation. These factors do however tend to differ partly between the two joint ventures that have been founded. In the Europolitan Vodafone” Hi3G joint venture, compatibility between top management and culture&structure seem to be the motivating factors. From a Telia - Tele2-perspective, the mutual factors seem to be financing and compatibility between top management. An important criterion has in both joint venture constellations to the access to existing real capital and infrastructure as well as having existing customers.
Schmidt, Alexandre Alcântara. "Planejamento estratégico na gestão de recursos humanos nas empresas públicas: uma avaliação da sua adoção e principais desafios encontrados nas empresas estatais federais". reponame:Repositório Institucional do FGV, 2016. http://hdl.handle.net/10438/17647.
Texto completoApproved for entry into archive by ÁUREA CORRÊA DA FONSECA CORRÊA DA FONSECA (aurea.fonseca@fgv.br) on 2016-12-16T14:15:45Z (GMT) No. of bitstreams: 1 Alexandre Alcantara Schmidt completo.pdf: 1381692 bytes, checksum: 62309e1aae5045226683d71d5dd1b429 (MD5)
Made available in DSpace on 2016-12-22T17:55:39Z (GMT). No. of bitstreams: 1 Alexandre Alcantara Schmidt completo.pdf: 1381692 bytes, checksum: 62309e1aae5045226683d71d5dd1b429 (MD5) Previous issue date: 2016-11-28
This work aimed to raise the main challenges in the adoption of strategic planning in the management of human resources of public enterprises. Therefore, semi-structured interviews were conducted with human resource managers of federal enterprises located in Rio de Janeiro. The challenges and difficulties that the companies found were faced with the challenges identified in the literature and the conclusion was that companies are still in the traditional HR stage, while literature indicates that HR must be a strategic business partner. Finally, we recommended actions that human resources should take to overcome the challenges in order to become a strategic partner. It is expected that this research contribute to advance the debate on strategic planning in human resource management in the public sector. In addition, it is expected to contribute to the practice of companies, serving as a possible reference for public companies that are still in the early stages of adopting strategic planning in HR.
Esta dissertação teve por objetivo levantar os principais desafios na adoção do planejamento estratégico na gestão de recursos humanos das empresas públicas. Para tanto, foram realizadas entrevistas semiestruturadas com gestores de recursos humanos de empresas estatais federais localizadas no Rio de Janeiro. Os desafios e dificuldades encontrados pelas empresas foram confrontados com os desafios apontados na literatura e chegou-se à conclusão que as empresas ainda estão no estágio de RH tradicional, enquanto a literatura aponta que o RH deve ser um parceiro estratégico do negócio. Por fim, foram recomendadas ações que a área de recursos humanos deve tomar para superar os desafios para se tornar um parceiro estratégico. Espera-se com esta pesquisa contribuir para o avanço no debate sobre planejamento estratégico na gestão de recursos humanos na área pública. Além disso, espera-se contribuir para a prática das empresas, servindo como uma possível referência para as empresas públicas que ainda estão em estágio inicial de adoção do planejamento estratégico no RH.
Vrbová, Alena. "Rusko jako strategický partner pro české exportéry a investory". Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-77758.
Texto completoLibros sobre el tema "STRATEGIC BUSINESS PARTNER"
Stephen, Gates. CFO 2000: The global CFO as strategic business partner. New York: Conference Board, 1997.
Buscar texto completoWard, Susan. Partner or perish?: The case for strategic alliances. Ottawa: Conference Board of Canada, 2001.
Buscar texto completoVaris, Jari. Partner selection in knowledge intensive firms. Lappeenranta: Lappeenranta University of Technology, 2004.
Buscar texto completoJane, Yarnall, ed. HR-- the business partner: Shaping a new direction. Amsterdam: Elsevier, 2005.
Buscar texto completoGuibord, Alan R. IT leadership manual: Roadmap to becoming a trusted business partner. Hoboken, N.J: Wiley, 2012.
Buscar texto completoKaufman, Nina L. The entrepreneur's prenup: How to choose a business partner who won't [bleep] you. New York, NY: The Legal Edge LLC, 2009.
Buscar texto completoMan, Adrianus Pieter de, 1967- y Nolan Norton Institute, eds. Competing for partners. Amsterdam: Prentice Hall, 2000.
Buscar texto completoPark, Jong-Hun. On the effects of strategic alliances on partners' output. Kowloon, Hong Kong: City University of Hong Kong, Department of Economics and Finance, 1998.
Buscar texto completoTrusted partners: How companies build mutual trust and win together. New York: Free Press, 1999.
Buscar texto completoD, Kaluzny Arnold, Zuckerman Howard S. 1939- y Ricketts Thomas C, eds. Partners: Forming strategic alliances in health care. Washington, D.C: Beard Books, 2002.
Buscar texto completoCapítulos de libros sobre el tema "STRATEGIC BUSINESS PARTNER"
Krause, Klaus y Tobias Schnitzler. "Strategic Partner Management". En Business Partner Management, 149–53. Wiesbaden: Springer Fachmedien Wiesbaden, 2022. http://dx.doi.org/10.1007/978-3-658-37475-4_4.
Texto completoJamieson, David W., Sue Eklund y Bob Meekin. "Strategic Business Partner Role". En The Encyclopedia of Human Resource Management, 112–28. San Francisco, CA: Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364710.ch10.
Texto completoMaheshwari, Shweta. "HR Roadmap: Becoming a Strategic Business Partner". En Communications in Computer and Information Science, 665–69. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-12214-9_122.
Texto completoDaniels, Lydia M. "Twenty-First-Century Global Human Resource Management: Strategic Business Partner and Servant Leader". En Paradigm Shift in Management Philosophy, 37–63. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-29710-7_3.
Texto completoTaifi, Nouha y Giuseppina Passiante. "The Strategic Partners Network’s Extraction: The XStrat.Net Project". En Organizational, Business, and Technological Aspects of the Knowledge Society, 303–11. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16324-1_32.
Texto completoLoizou, Efstratios, Anastasios Michailidis, Stefanos Nastis, Dimitra Lazaridou y Aikaterini Paltaki. "Business Plans". En Manuali – Scienze Tecnologiche, 51. Florence: Firenze University Press, 2020. http://dx.doi.org/10.36253/978-88-5518-044-3.51.
Texto completoJonker, Jan y Niels Faber. "Parties Involved". En Organizing for Sustainability, 91–101. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78157-6_7.
Texto completo"The Transformed Strategic Business Partner". En AI Revolution in HRM: The New Scorecard, 23–42. B1/I-1 Mohan Cooperative Industrial Area, Mathura Road New Delhi 110 044: SAGE Publications Pvt. Ltd, 2021. http://dx.doi.org/10.4135/9789354792861.n2.
Texto completoAnanthram, S. "HRM as a strategic business partner". En Asia Pacific Human Resource Management and Organisational Effectiveness, 87–109. Elsevier, 2016. http://dx.doi.org/10.1016/b978-0-08-100643-6.00005-1.
Texto completoHolbeche, Linda. "Transforming HR into a Strategic Partner". En Aligning Human Resources and Business Strategy, 66–88. Elsevier, 2009. http://dx.doi.org/10.1016/b978-0-7506-8017-2.00003-6.
Texto completoActas de conferencias sobre el tema "STRATEGIC BUSINESS PARTNER"
Markopoulos, Evangelos, Emmanuel Querrec y Mika Luimula. "A strategic partner selection decision-making support methodology in the business modelling phase for startups in the pre-incubation phase". En 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1001529.
Texto completoMusa, Soebowo. "The Roles of Strategic Alliances, Innovation Capability, and Cost Reduction Towards Customer Loyalty and Firm's Competitive Advantage". En 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_230.
Texto completoO'Callaghan, John Frederick y Ameer Al-Bannay. "The HR Group as a Strategic Business Partner, A How To Case Study". En International Petroleum Technology Conference. International Petroleum Technology Conference, 2008. http://dx.doi.org/10.2523/12060-ms.
Texto completoO‘Callaghan, J. F. y A. A. A. Al-Bannay. "The HR Group as a Strategic Business Partner, A How to Case Study". En IPTC 2008: International Petroleum Technology Conference. European Association of Geoscientists & Engineers, 2008. http://dx.doi.org/10.3997/2214-4609-pdb.148.iptc12060.
Texto completoO'Callaghan, John y Ameer Al-Bannay. "The HR Group as a Strategic Business Partner, A How to Case Study". En International Petroleum Technology Conference. Society of Petroleum Engineers, 2008. http://dx.doi.org/10.2523/iptc-12060-ms.
Texto completoMaksyutin, Konstantin, Anna Zalevina, Pavel Sorokin, Valeriy Rukavishnikov, Artem Boev, Polina Kharitontseva, Vasilii Solovev, Arina Portniagina y Alexey Lukin. "Engineers of the Future: Student Training Program for the New Business Model". En SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206130-ms.
Texto completoFicca, Jeremy. "Ductile Empiricism". En 2017 ACSA Annual Conference. ACSA Press, 2017. http://dx.doi.org/10.35483/acsa.amp.105.24.
Texto completoNewcombe, Gunther A. "ORION: Shaping Shetland as the UK's First Green Energy Island". En SPE Offshore Europe Conference & Exhibition. SPE, 2021. http://dx.doi.org/10.2118/205401-ms.
Texto completoMinculete, Gheorghe y Polixenia Olar. "SUPPLY CHAIN MANAGEMENT, KEY FACTOR IN MODERN EDUCATION AND TRAINING OF LOGISTICS MANAGERS". En eLSE 2020. University Publishing House, 2020. http://dx.doi.org/10.12753/2066-026x-20-027.
Texto completoSophie Tombeil, Anne y Rainer Nägele. "Towards a Concept of “Governance as a Smart- Service” in Service-Oriented Value-Creation-Systems". En 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002574.
Texto completoInformes sobre el tema "STRATEGIC BUSINESS PARTNER"
Díaz de Astarloa, Bernardo, Nanno Mulder, Sandra Corcuera-Santamaría, Winfried Weck, Lucas Barreiros, Rodrigo Contreras Huerta y Alejandro Puente. Post Pandemic Covid-19 Economic Recovery: Enabling Latin America and the Caribbean to Better Harness E-commerce and Digital Trade. Editado por Marcee Gómez. Inter-American Development Bank, agosto de 2021. http://dx.doi.org/10.18235/0003436.
Texto completoKhvostina, Inesa. Proceedings of the 2019 7th International Conference on Modeling, Development and Strategic Management of Economic System (MDSMES 2019). Editado por Liliana Horal, Vladimir Soloviev y Andriy Matviychuk. Atlantis Press, 2019. http://dx.doi.org/10.31812/123456789/3614.
Texto completoMpofu, David, Michael Ndiweni, Kwanele Moyo, Samuel Wadzai y Marjoke Oosterom. Youth Active Citizenship for Decent Jobs: A Handbook for Policy & Practice. Institute of Development Studies (IDS), marzo de 2022. http://dx.doi.org/10.19088/ids.2022.017.
Texto completoВеликодна, Мар’яна Сергіївна. Psychoanalytic Study on Psychological Features of Young Men «Millionaires» in Modern Provincial Ukraine. Theory and Practice of Modern Psychology, 2020. http://dx.doi.org/10.31812/123456789/3873.
Texto completoOduncu, Arif. Country Diagnostic Study – The Kyrgyz Republic. Islamic Development Bank Institute, diciembre de 2021. http://dx.doi.org/10.55780/rp21001.
Texto completo