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Articoli di riviste sul tema "Business and Management"

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Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 4 marzo 2023

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1

Svoboda, E. "Knowledge-management in managerial work of business management". Agricultural Economics (Zemědělská ekonomika) 53, No. 7 (7 gennaio 2008): 298–303. http://dx.doi.org/10.17221/1152-agricecon.

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The paper presents the results of the research projects with their applications in enterprise practice, in the sphere of strategic control of enterprise management focused on the methods of decision-making enabling an enterprise to respond to changes in the entrepreneurial environment. Rapid changes, principally in the external environment, require the business management to select new approaches and methods of decision-making and to have a well conceived algorithm enabling a flexible response to customers’ wishes using findings of knowledge management. The paper presents the results of applying the methods of BSG and SPACE analysis, namely during the years 1998−2006. The sphere of business of the company is also analysed using the correlation-table analysis method. All actions are focused on obtaining and maintaining the competitive advantage of the firm.

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Editorial Submission, Haworth, e Doris K. Williams. "Business Management". Journal of Housing For the Elderly 8, n. 2 (10 gennaio 1992): 25–56. http://dx.doi.org/10.1300/j081v08n02_03.

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Feuer, Louis. "Business management". Case Manager 6, n. 5 (ottobre 1995): 38–41. http://dx.doi.org/10.1016/s1061-9259(05)80015-3.

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Feuer, Louis. "Business management". Case Manager 6, n. 4 (ottobre 1995): 36–39. http://dx.doi.org/10.1016/s1061-9259(05)80114-6.

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Feuer, Louis. "Business management". Case Manager 7, n. 1 (gennaio 1996): 35–36. http://dx.doi.org/10.1016/s1061-9259(96)80057-9.

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Feuer, Louis. "Business management". Case Manager 7, n. 2 (marzo 1996): 30–31. http://dx.doi.org/10.1016/s1061-9259(96)80127-5.

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Feuer, Louis. "Business management". Case Manager 9, n. 6 (novembre 1998): 22–23. http://dx.doi.org/10.1016/s1061-9259(98)80132-x.

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Dodds, J. Colin. "Business management". British Accounting Review 23, n. 3 (settembre 1991): 268–69. http://dx.doi.org/10.1016/0890-8389(91)90093-h.

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Patel, Jay S., e Keerthana V. "Disaster Recovery in Business Continuity Management". International Journal of Trend in Scientific Research and Development Volume-3, Issue-4 (30 giugno 2019): 319–22. http://dx.doi.org/10.31142/ijtsrd23607.

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Prihandono, Dorojatun, Andhi Wijayanto e Dwi Cahyaningdyah. "Franchise business sustainability model: Role of conflict risk management in Indonesian franchise businesses". Problems and Perspectives in Management 19, n. 3 (21 settembre 2021): 383–95. http://dx.doi.org/10.21511/ppm.19(3).2021.31.

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Franchising is one of the most trustworthy strategic alliance formations to start or expand businesses. Like many other business formations, franchise businesses need sustainable and long-term running; these objectives can be reached by a proper relationship between partners – the franchisor and the franchisee – in the alliances. Both partners’ perspectives are valuable inputs to provide insight into understanding the sustainability of Indonesian franchise businesses. Furthermore, in any type of strategic alliances conflict is a risk that needs to be managed properly. This study aims to examine the relationships of determinants that influence franchise business sustainability. The determinants are risk management, trust, satisfaction, and sustainability. The study applies confirmatory factor analysis using structural equation modeling (SEM) AMOS software. Respondents in this study are franchisors and franchisees in the Indonesian retail and food and beverages (F&amp;B) sectors, the study accommodates 204 respondents. Based on the analysis the study reveals that there is a positive relationship between risk management and satisfaction. Risk management also has a positive relationship with survivability; trust and satisfaction also have a positive relationship. Meanwhile, there is no relationship between satisfaction and survivability and the last relationship is between trust and survivability that has no positive relationship between the determinants. This study provides clearer insight to understand the relationships between determinants that influence franchise business survivability in Indonesia, especially based on both parties’ perspectives.

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Portovaras, Tetiana, Zhanna Harbar, Ihor Sokurenko e Iuliia Samoilyk. "Management of small business entities". Independent Journal of Management & Production 11, n. 8 (1 maggio 2020): 680. http://dx.doi.org/10.14807/ijmp.v11i8.1226.

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The purpose of the study is to identify the factors influencing the management of the activity of small businesses and to provide recommendations for its development through the resolution of crisis issues that prevent businesses from achieving strategic prospects and stable profits. The main factors for reducing the effectiveness of small businesses have been identified on the basis of the results of the questionnaire survey of one level of managers (small business directors), which should be taken into account in the formation of strategic management decisions and long-term development strategies. It is found that many of the factors are subject to managerial influence, which minimizes the negative impact on the performance of small business entities. The hypothesis that the main tool for stimulating small business development remains the state has confirmed with the help of research, but there is an urgent objective need to identify other factors that influence the activities of small businesses that impede their development and lead to closure. The study suggests that only a balance between the internal environment of small businesses and the regulatory framework of the state will allow them to work effectively in market conditions and provide the national economy with money. The authors present a position on the organization of a small business entity management system that reflects the links between processes and events in a market environment. The presented approach takes into account a number of elements of influence on a small business when forecasting its development in a strategic perspective. The results of the study showed that it is necessary to clearly identify the tasks at each stage of development of a small business entity, to form alternative models of its development by looking for ways to optimize activities and opportunities to avoid possible risks.

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Munksgaard, Kristin B., e David Ford. "The business actor and business management". IMP Journal 11, n. 2 (12 giugno 2017): 327–47. http://dx.doi.org/10.1108/imp-06-2015-0022.

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Purpose IMP literature has developed the conceptualisation of a business landscape comprised of varying combinations of more or less interdependent activities, resources and actors, the form of which are defined by the interactive processes in which they are involved. However, the conceptualisation of the interactively defined business actor presents challenges to the understanding of the nature of business and the process of management. The purpose of this paper is to discuss what it is to be a manager in the complex interactive business landscape and the capabilities needed by business managers. Design/methodology/approach Few, if any, IMP studies have systematically addressed the concept of the business actor directly and the authors do not have a well-developed framework for analysing actors from the perspectives of interaction and networks. This paper analyses the evolving semantics of the concepts of the interactive business actor within some of the literature associated with the IMP research tradition, using the software Leximancer. Findings The paper integrates the analysis into a preliminary framework for describing the characteristics of the interactive business actor. The paper concludes by using this framework to suggest some of the capabilities that are required by the interactive business actor. Originality/value The analysis points to the ways that ideas of the business actor and business acting have developed in the literature. The analysis highlights some of the ways in which the development of these concepts is incomplete and points to potentially fruitful ways in which conceptual and empirical research could proceed.

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Hananto, April Lia, Enny Widawati, Isdaryanto Iskandar, Baenil Huda, Fitria Nur Apriani e Aprilia Putri Nardilasari. "Management Information System for Micro Business Empowerment (SIMPUM) Karawang Regency". International Journal of Mathematics And Computer Research 10, n. 12 (8 dicembre 2022): 2995–3001. http://dx.doi.org/10.47191/ijmcr/v10i12.02.

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Micro, small business is one of the businesses that can empower the community in the field of small and micro businesses, but along with the growing number of SMEs in Karawang Regency, support is needed so that business actors can develop the businesses they run, it is hoped that the business actors will not be too immediately to fulfill everyday life. For this reason, the Karawang Regency Government needs to obtain business information that is run by business actors. The author's goal in conducting this research is to make an application for a management information system for empowering micro-enterprises in Karawang Regency. The system development method used is the waterfall method to create a visual design using the Unified Modeling Language (UML). With this system, it is hoped that it will be able to publish micro business profile information along with the products or services sold by business actors, so that it can help inform the through online media to the wider community, with the hope of increasing turnover and income and also Making a micro business management information system application will make it easier data management of micro business actors in Karawang Regency which can be used to determine policies for stakeholders.

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Shehu, Blerim. "MANAGEMENT IN BUSINESS". Knowledge International Journal 28, n. 1 (10 dicembre 2018): 335–40. http://dx.doi.org/10.35120/kij2801335s.

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This topic describes the concept and role of leadership, discusses what happens when a leader shows more or less leadership than it is, and explores the power of leadership morality. Leaders are fucused in people and how to increase future profit rate for future projects. They often demand from others. Leadership is related to the risks that can be taken and the rewards that may come from them. Focusing on a broader aspect, leaders inspire others, give ideas and raise morals to others. Leadership is merely the exercise of authority to guide the work of others, so the leader is the one who encourages others to follow him to achieve the goals set out beforehand. So they have the interpersonal power as an ability to influence the behavior of other people. Leadership is raising the vision of people in the highest horizon, raising their performance at the highest standard, building their personality beyond normal limits. Leaders are like front captains who not only inspire their soldiers with physical presence, but also command a proper attack from supporting weapons and exhibit a high degree of bravery and are not afraid of attacking the enemy. The leader is transformed into worth of honesty, takes the calculated risk and worries workers and consumers.

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Oesterle, Alexander, e Johannes Müllenberg. "Business Continuity Management". Controlling 26, n. 11 (2014): 624–29. http://dx.doi.org/10.15358/0935-0381_2014_11_624.

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Baporikar, Neeta. "Business Process Management". International Journal of Productivity Management and Assessment Technologies 4, n. 2 (luglio 2016): 49–62. http://dx.doi.org/10.4018/ijpmat.2016070104.

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In today's business environment it is impossible for one or one group of people to fully know or understand all the dynamics associated with the operational business processes within an organization. This is why it is essential that companies map, monitor, analyze and collaborate on process knowledge and management improvement. It is here that organizations are looking towards Business Process Management (BPM), which would help to maximize the bottom-line impact of process improvement efforts through effective communication. It supports all elements of business processes - from modeling and documentation, communicating, measurement and analysis, to continuous process management and improvement. BPM is the orchestration of various business systems into identifiable and controllable systems. This paper through in depth literature review and keen observation attempts to look at what BPM means, what it includes and how it would be strategically advantageous if the organizations adopt it.

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Savic, Ljiljana, Vladimir Radovanovic e Ljubinko Savic. "Business success management". Mining and Metallurgy Engineering Bor, n. 2 (2015): 161–80. http://dx.doi.org/10.5937/mmeb1502161s.

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Farahmand, Nasser Fegh-hi. "Total Business Management". Greener Journal of Economics and Accountancy 2, n. 1 (20 gennaio 2012): 001–7. http://dx.doi.org/10.15580/gjea.2012.1.gjbms11026.

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Gurd, Bruce, e Jill Thomas. "Family business management". International Journal of Entrepreneurial Behavior & Research 18, n. 3 (4 maggio 2012): 286–304. http://dx.doi.org/10.1108/13552551211227684.

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Llewellyn, Nick, e Colin Armistead. "Business process management". International Journal of Service Industry Management 11, n. 3 (agosto 2000): 225–43. http://dx.doi.org/10.1108/09564230010340751.

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Drexler, John A., e Patricia A. Frishkoff. "Family Business Management". Journal of Management Education 15, n. 2 (maggio 1991): 222–31. http://dx.doi.org/10.1177/105256299101500206.

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LEVIN, ROGER. "Dental business management". Journal of the American Dental Association 134, n. 3 (marzo 2003): 372–73. http://dx.doi.org/10.14219/jada.archive.2003.0170.

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Hull, Richard, Jan Mendling e Stefan Tai. "Business process management". Information Systems 37, n. 6 (settembre 2012): 517. http://dx.doi.org/10.1016/j.is.2011.10.008.

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Baumöl, Ulrike. "Digital Business Management". Controlling 30, n. 5 (2018): 1. http://dx.doi.org/10.15358/0935-0381-2018-5-1.

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vom Brocke, Jan, Lars Mathiassen e Michael Rosemann. "Business Process Management". WIRTSCHAFTSINFORMATIK 56, n. 4 (3 giugno 2014): 207–8. http://dx.doi.org/10.1007/s11576-014-0420-8.

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Becker, Jörg, Michael Rosemann, Maximilian Röglinger e Michael zur Muehlen. "Business Process Management". Business & Information Systems Engineering 4, n. 5 (29 agosto 2012): 227–28. http://dx.doi.org/10.1007/s12599-012-0228-2.

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vom Brocke, Jan, Lars Mathiassen e Michael Rosemann. "Business Process Management". Business & Information Systems Engineering 6, n. 4 (3 giugno 2014): 189. http://dx.doi.org/10.1007/s12599-014-0330-8.

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van der Aalst, Wil M. P., Marcello La Rosa e Flávia Maria Santoro. "Business Process Management". Business & Information Systems Engineering 58, n. 1 (4 gennaio 2016): 1–6. http://dx.doi.org/10.1007/s12599-015-0409-x.

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Pernici, Barbara, e Mathias Weske. "Business process management". Data & Knowledge Engineering 56, n. 1 (gennaio 2006): 1–3. http://dx.doi.org/10.1016/j.datak.2005.02.003.

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Dustdar, Schahram, José Luiz Fiadeiro e Amit Sheth. "Business process management". Data & Knowledge Engineering 64, n. 1 (gennaio 2008): 1–2. http://dx.doi.org/10.1016/j.datak.2007.06.004.

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Андрей Валерьевич, Рачипа, Суржиков Михаил Андреевич e Самыгин Сергей Иванович. "DIGITALIZATION IN ORGANIZATION MANAGEMENT: INNOVATIVE BUSINESS MODELS". STATE AND MUNICIPAL MANAGEMENT SCHOLAR NOTES 1, n. 3 (settembre 2022): 64–69. http://dx.doi.org/10.22394/2079-1690-2022-1-3-64-69.

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This article is a socio-managerial analysis related to the introduction of innovative business models in the process of managing an organization. The use of digital technologies in the management of an organization provides a solution to administrative, managerial, communicative and interactive, educational and research tasks, as well as tasks related to ensuring the information security of an organization. The authors believe that the focus of organizations on new digital opportunities contributes to making them more resilient, stable and competitive in the future. A promising question is how managers determine the threats and opportunities for the functioning and development of their organizations, which involves the use of an approach based on attention to concepts related to human resource management, personnel management and corporate (organizational) approach.

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Nkiinebari Patrick PhD, Nwinyokpugi, e Ezeukwu, Kate Chukwunonso. "Stakeholders Management Indicators: The Business Sustainability Inference". International Journal of Multidisciplinary Research and Analysis 05, n. 10 (17 ottobre 2022): 2789–803. http://dx.doi.org/10.47191/ijmra/v5-i10-30.

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The study investigated the relationship between stakeholder relationship management and business sustainability indigenous oil and gas producing companies in Rivers State. The study population comprised of the ten (10) indigenous oil and gas producing companies operating in Rivers State. The research selected variated number of managers from each of the firms under study making it a total sample of sixty two (66) respondents. Data were generated from the respondents by the use of a close-ended structured questionnaire. Pearson’s product moment correlation, partial correlation and multiple regression were used to test the hypotheses with the aid of statistical packages for social science (SPSS) version 23.0. The p-values were calculated to determine the significance of the hypothesized relationship. Analytical outcomes revealed statistically positive and significant relationships between the dimensions of our predictor variable-stakeholder relationship management and the measures of the criterion variable-business sustainability. Based on the findings, the study concluded that stakeholder relationship management has a positive significant relationship with business sustainability of indigenous oil and gas producing companies in Rivers State. The study further recommended that Managers of indigenous oil and gas producing companies should capitalize on the pivot role of stakeholders’ interest in their operations to ensure their business sustainability; Managers of indigenous oil and gas producing companies should seek to build strong relationships with their host communities in line with their company policies and practices aimed at achieving business sustainability; Managers of indigenous oil and gas producing companies should apply objectivity in their employee relationship processes as this has the potency to either ruin or enhance their business sustainability

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MELNYCHENKO, Oleksandr, e Maksym MELNYCHENKO. "CONFLICTS IN PROJECT MANAGEMENT OF BUSINESS STRUCTURES". Herald of Khmelnytskyi National University. Economic sciences 308, n. 4 (28 luglio 2022): 26–30. http://dx.doi.org/10.31891/2307-5740-2022-308-4-4.

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Based on the results of the analysis, it was concluded that the successful implementation of any project and meeting the needs of its stakeholders depends on the professional and competent abilities, skills and abilities of the team, as well as the leadership qualities of the project manager and his ability to avoid or prevent the impact of conflicts. The expediency of implementing the conflict management component into the methodical support of project management of the business structure has been proven, which consists of: planning of business project conflict management, conflict identification, conflict analysis, conflict response planning, conflict response implementation, and conflict monitoring. The final list will depend on the type of business structure, the direction of activity and the scale of the project. The purpose of such actions is to obtain a conscious and controlled level of risk in relation to the implementation of the project and the creation of value for the team (social and economic results). Conflicts within a business project can often arise at two levels: 1) individual (conflicts that affect the achievement of individual project goals); 2) general management (conflicts that arise from a combination of individual conflicts, accumulated problems, stresses, force majeure, etc., and which will affect the implementation of the entire project). The project manager should be clearly aware of the consequences that destructive conflicts can lead to and how to improve the impact of constructive conflicts on the results of the project. It was concluded that conflicts can arise during the entire life cycle of an entrepreneurial project, therefore, the project conflict management process should be permanent, from the birth of a business idea to its successful completion and satisfaction of the goals of stakeholders planned in the project. The nature of the occurrence of conflicts in the field of project management of business structures has been investigated. It was found that the formation of a quality project management mechanism of business structures should be based on quality monitoring of conflict situations both in the external and internal environment. The situation becomes more complicated for the manager when implementing projects within the framework of a global or multinational strategy, when one should take into account the peculiarities of the mentality of the target audience, the probability of a conflict of interests of stakeholders and differences in the legal field of business implementation. In this regard, issues of implementation of the main provisions of Ukrainian legislation on these issues into the European legal space, as well as the corporate culture of the business structure itself, are of scientific interest.

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Quix, Christoph, Mareike Schoop e Manfred Jeusfeld. "Business data management for business-to-business electronic commerce". ACM SIGMOD Record 31, n. 1 (marzo 2002): 49–54. http://dx.doi.org/10.1145/507338.507348.

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Mintah, Clement, Mohamed Gabir, Felicia Aloo e Elvis Kwame Ofori. "Do business records management affect business growth?" PLOS ONE 17, n. 3 (10 marzo 2022): e0264135. http://dx.doi.org/10.1371/journal.pone.0264135.

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The implementation of a records management plan is an excellent approach to ensure small and medium-sized enterprises (SMEs) are sustained and continue to expand into huge or multi-national corporations. Maintaining records helps businesses in making better judgments and developing appropriate policies, resulting in enhanced effectiveness and efficiency. This will leverage means for tracking business progress and making appropriate decisions to expand the productive component of the economy. SMEs Business growth will help generate tax revenue for the government while also encouraging poverty reduction through tax transfers. We conducted a thorough investigation to determine the impact of each variable on business growth. For statistical analysis, a partial least squares structural equation modeling (PLS-SEM) methodology was applied. The results suggest that business records management and training have a positive indirect effect on business growth. However, the indirect effect of business records management policies insignificantly influences SMEs’ adoption of adequate record-keeping procedures, which harms business growth in Ghana. On the other hand, the total effect of the variables such as business records management training, business records management policies, and business records management positively impact business growth. Findings make a significant contribution to existing knowledge in the areas of record-keeping, management, and business growth. Business records management is an issue that requires more policy attention. This will business owners and managers strategically plan for new business directions based on data acquired. Proper record-keeping is necessary to satisfy end-users such as company directors, shareholders, external auditors, investors, creditors, and other interested parties. SMEs place a high value on business records management because of the impact it has on their long-term viability. The research outcomes provide a means for, and data on, business appraisal and management strategies.

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Johnson, Douglas B. "Green businesses: Perspectives from management and business ethics". Society & Natural Resources 11, n. 3 (aprile 1998): 259–66. http://dx.doi.org/10.1080/08941929809381078.

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Pritchard, Jean‐Philip, e Colin Armistead. "Business process management – lessons from European business". Business Process Management Journal 5, n. 1 (marzo 1999): 10–35. http://dx.doi.org/10.1108/14637159910249144.

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Smith, N. "Back to basics in business [business management]". Engineering & Technology 4, n. 15 (12 settembre 2009): 76–77. http://dx.doi.org/10.1049/et.2009.1517.

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Choi, Byounggu, Kunsoo Han e Zhuo (June) Cheng. "Knowledge Management, Business Intelligence, and Business Analytics". Asia Pacific Journal of Information Systems 25, n. 3 (30 settembre 2015): 540–47. http://dx.doi.org/10.14329/apjis.2015.25.3.540.

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Khamraev, Oybek Otabekovich, e Nadira Viktorovna Yuldasheva. "MODERN BUSINESS MANAGEMENT: NEW APPROACHES AND MODELS FOR ORGANIZING BUSINESS MANAGEMENT." Theoretical & Applied Science 109, n. 05 (30 maggio 2022): 705–9. http://dx.doi.org/10.15863/tas.2022.05.109.63.

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Stoichev, Kiril Petrov. "The Role of Business Continuity Management in the Business Management System". Science Journal of Business and Management 2, n. 3 (2014): 97. http://dx.doi.org/10.11648/j.sjbm.20140203.12.

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Phan, Dien D. "E-Business Management Strategies: A Business-To-Business Case Study". Information Systems Management 18, n. 4 (settembre 2001): 61–69. http://dx.doi.org/10.1201/1078/43198.18.4.20010901/31466.7.

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Abuzjarova, Maria I. "Management of Business Risk in Conditions of Globalization". International Journal of Psychosocial Rehabilitation 24, n. 3 (30 marzo 2020): 2844–61. http://dx.doi.org/10.37200/ijpr/v24i3/pr2020320.

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Blair, Garry. "Risk Management in the Post Pandemic Business Environment". Journal of Advanced Research in Alternative Energy, Environment and Ecology 8, n. 3&4 (30 novembre 2021): 15–21. http://dx.doi.org/10.24321/2455.3093.202105.

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Abstract (sommario):

The requirement to address risk in the prevailing business environment has been accentuated due to the constraints of the pandemic. It is proposed that the nature of risk context has been fundamentally altered by the global events of COVID. This paper provides a perspective that is based on an exploratory study of the identification and addressing of risk, in terms of business projects.A review of the literature has been undertaken and the key themes for the study topic identified. A senior manager, who is responsible for risk management at a company that runs international projects, was interviewed in an empirical study. A thematic analysis was performed, employing an inductive approach, in this research into a single case. The aim was to contribute to the prevailing literature and enhance understanding of the post pandemic business environment, in respect of risk management.The principal questions concerning risk and risk management are discerned. The objective is to consider risk in the post pandemic environment, in order to improve understanding of the issues relevant to business. The requirement to address these issues is also covered, with an attempt to determine the main themes from the research, in order to assist practitioners.The use of technology to support business continuity and achieve business objectives during the pandemic is discussed. An articulation of Lewin’s change model is proposed to summarise this work and assist in the comprehension of the contemporary situation.

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Jia-Xing Wang, Jia-Xing Wang, Si-Bin Gao Jia-Xing Wang, Cong-Er Yuan Si-Bin Gao, Da-Peng Tan Cong-Er Yuan e Jing Fan Da-Peng Tan. "Service Process Improvement Based on Business Process Management". 網際網路技術學刊 22, n. 5 (settembre 2021): 1117–28. http://dx.doi.org/10.53106/160792642021092205015.

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Sailekar, Silvia, Mamta Panda e Chetan Rajput Prof Sonali Patil Bhavin Chauhan. "Employee Overseer Attendance Management and Business Analysis System". International Journal of Trend in Scientific Research and Development Volume-2, Issue-3 (30 aprile 2018): 2300–2305. http://dx.doi.org/10.31142/ijtsrd11564.

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Chalotra, Dr Vipul. "Waste Management: A New Paradigm of Contemporary Business". International Journal of Scientific Research 1, n. 2 (1 giugno 2012): 5–6. http://dx.doi.org/10.15373/22778179/jul2012/3.

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ZAKHARCHUK, Nataliya. "THE ESSENCE AND EVOLUTION OF STRATEGIC BUSINESS MANAGEMENT". Herald of Khmelnytskyi National University. Economic sciences 312, n. 6(2) (29 dicembre 2022): 110–14. http://dx.doi.org/10.31891/2307-5740-2022-312-6(2)-20.

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Abstract (sommario):

The article examines the theoretical foundations of strategic enterprise management, the evolution of strategic management, the essence, critical approaches, and principles of strategic enterprise management. It is noted that the term «strategy» was first used by A. Chandler in 1962 and the term «strategic management» by I. Ansoff in 1965. The evolution of strategic planning was studied. I. Ansoff identified four stages of strategic management development, in particular: Stage I – reactive (Chandlerian) adaptation, Stage II – strategic planning, Stage III – management of strategic opportunities, and Stage IV – management of problems on a real-time scale. Namely: Stage I – budgeting and control, Stage II – long-term planning, Stage III – strategic planning, and Stage IV – strategic market management. The strategies of the school were analyzed, which were analyzed in detail in the work of H. Mintzberg, B. Ahlstrand, and J. Lempel. These schools can be grouped according to the nature of research into three groups in the following group: Group I – includes three schools: design, planning, and positioning; II group – consists of six schools: entrepreneurial, cognitive (cognitive), school of education, power (force), culture and external environment; III group – includes one school: configurations. The article analyzes the existing definitions of the essence of the concept of «strategic management», which means the processes of making managerial decisions or sets of decisions; management process; action model; management of the organization based on human potential, etc. The author’s definition of strategic management has been formulated, which should be understood as the specific processes of making and implementing management decisions regarding the formation and implementation of a strategy with the targeted achievement of established goals, which are based on an objective assessment of the external and internal conditions of the enterprise’s functioning.

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Polgar, Jana. "Do You Need Content Management System?" International Journal of Web Portals 2, n. 1 (gennaio 2010): 1–6. http://dx.doi.org/10.4018/jwp.2010010101.

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Abstract (sommario):

Today the Web is used as a means to allow people and business to use services, get information and conduct transactions. Businesses today depend upon their visibility in their respective marketplaces and provision of e-services to customers. The Internet has become an important delivery mechanism of business visibility. Internet also significantly extends businesses capabilities to sell and buy worldwide. Therefore, the company website plays important role in maintaining and extending the business opportunities over the Internet.

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Setiyani, Lila, Abdorrakhman Gintings, Abin Syamsudin e Daeng Arifin. "Implementation Knowledge Management in Management Thesis for High Education in Indonesia". Rekayasa 13, n. 2 (1 agosto 2020): 144–53. http://dx.doi.org/10.21107/rekayasa.v13i2.5909.

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Abstract (sommario):

Management thesis in high education have some lackness in knowledge management. Every busines process that happen in management thesis don’t have efective approach to integrate data workflow and to acuisition the knowledge. Therefore, knowledge management system for management thesis that suit with high education are needed. This paper gives suggestions about new architecture software that offer service for management thesis in high education to make business process more efective and efficien. Methodology that is used for development new software uses model process software development life cycle(SDLC) with web platform , that will increase collaboration in business process management thesis. The result of this implementation can increased efective and eficiency business process management thesis significantly.

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