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Bibliografias temáticas / Business management

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Literatura científica selecionada sobre o tema "Business management"

Autor: Grafiati

Publicado: 4 de junho de 2021

Última modificação: 30 de julho de 2024

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Artigos de revistas sobre o assunto "Business management"

1

Svoboda, E. "Knowledge-management in managerial work of business management". Agricultural Economics (Zemědělská ekonomika) 53, No. 7 (7 de janeiro de 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.º 2 (10 de janeiro de 1992): 25–56. http://dx.doi.org/10.1300/j081v08n02_03.

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Feuer, Louis. "Business management". Case Manager 6, n.º 5 (outubro de 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.º 4 (outubro de 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.º 1 (janeiro de 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.º 2 (março de 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.º 6 (novembro de 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.º 3 (setembro de 1991): 268–69. http://dx.doi.org/10.1016/0890-8389(91)90093-h.

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Alfai, Mujid, e Ana Susi Mulyani. "Business Management". Indonesian Journal of Advanced Research 2, n.º 12 (28 de dezembro de 2023): 1653–62. http://dx.doi.org/10.55927/ijar.v2i12.7404.

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The business management discussed in this article includes the functions and roles of management, company organization, management of the production of goods and services, and management of human resources. The main focus is understanding how effective management can improve company performance through strategic planning, good organization, efficient production supervision, and human resource management oriented towards developing employee potential. This article details the importance of integrating all these aspects in achieving business goals and increasing a company's competitiveness in a dynamic business environment. This article was created using the Literature Study Method by searching from book sources related to Business Management which were then studied and collected into data. In business management, the role and function of management is very crucial. Management is responsible for organizing the company, managing the production of goods and services, and managing human resources. By designing efficient organizational structures, coordinating production processes, and leading human resource development, management helps achieve business goals in a sustainable manner. Overall, the role of integrated management plays a key role in the success and growth of the business.

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Gómez Velázquez, Karel, Daniel Gálvez Lio e Gheisa Lucía Ferreira Lorenzo. "Business processes in business management". Revista Metropolitana de Ciencias Aplicadas 2, n.º 3 (1 de setembro de 2019): 99–111. http://dx.doi.org/10.62452/cdw3nd71.

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Over time, companies have organized themselves in different ways to develop the economy. During the industrial era they organized themselves as a collection of tasks that, according to the knowledge of the time, allowed economies of scale. At the end of the 20th century, new organizational structures emerged, such as the product line and the matrix. More recently, these architectures have evolved in a way that aligns people, work and capital with the processes that create value for the client. Business process management is a business methodology whose objective is to improve efficiency through the systematic management of processes, which must be modeled, automated, integrated, monitored and optimized continuously. This specialized essay deals with this topic and is developed in six sections. In the first, the generalities, history and evolution of process management are presented; the second and third deal with the process management approach and the life cycle phases. The fourth section is dedicated to the business process modeling techniques; one of them, BPMN, is discussed in section five, concluding the essay with section six related to the modeling tools.

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Teses / dissertações sobre o assunto "Business management"

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Tolis, Christofer. "Framing the business : business modelling for business development". Doctoral thesis, Stockholm : Economic Research Institute, Stockholm School of Economics (Ekonomiska forskningsinstitutet vid Handelshögskolan) (EFI), 2005. http://web.hhs.se/efi/summary/664.htm.

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Refugia, Manuel R. Jr, e Gary O. Pittman. "Business continuity management plan". Thesis, Monterey, California: Naval Postgraduate School, 2014. http://hdl.handle.net/10945/44649.

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Approved for public release; distribution is unlimited
Navy Supply Systems Command (NAVSUP) lacks a business process framework for the development of Business Continuity Management (BCM) plans. In the event business processes are deprived of automation for a prolonged period of time, the NAVSUP enterprise requires alternative methods to maintain the delivery of these products and services produced by these processes with minimum customer disruptions and financial losses. The purpose of this study was to review existing methodology to assess mission criticality of NAVSUP products and services and associated business processes. The analysis will lead to the development of a BCM plan and the associated information flow applied against a single Navy supply chain segment, Re-Engineered Maritime Allowance Development (ReMAD). This analysis will include recovery time and recovery point objectives. ReMAD and ERP interfaces as well as the ReMAD contingency plan will provide a context to lean on for the development of a business process framework for the plan. Currently, the ReMAD contingency plan’s system recovery timelines and recovery point objectives are not sufficient to continue with the processing of Maritime allowances.

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Prokop, Jan. "Business Process Management - Methodologies". Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-6276.

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The main objective of this thesis is to map some of the business process management, business process reengineering methodologies and compare it according to several criteria. Part of this thesis is survey of the state of business process management in Czech Republic and Hungary.

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BARTOLINI, CLAUDIO. "Business-driven IT Management". Doctoral thesis, Università degli studi di Ferrara, 2009. http://hdl.handle.net/11392/2388665.

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Business-driven IT management (BDIM) aims at ensuring successful alignment of business and IT through thorough understanding of the impact of IT on business results, and vice versa. In this dissertation, we review the state of the art of BDIM research and we position our intended contribution within the BDIM research space along the dimensions of decision support (as opposed of automation) and its application to IT service management processes. Within these research dimensions, we advance the state of the art by 1) contributing a decision theoretical framework for BDIM and 2) presenting two novel BDIM solutions in the IT service management space. First we present a simpler BDIM solution for prioritizing incidents, which can be used as a template for creating BDIM solutions in other IT service management processes. Then, we present a more comprehensive solution for optimizing the business-related performance of an IT support organization in dealing with incidents. Our decision theoretical framework and models for BDIM bring the concepts of business impact and risk to the fore, and are able to cope with both monetizable and intangible aspects of business impact. We start from a constructive and quantitative re-definition of some terms that are widely used in IT service management but for which was never given a rigorous decision: business impact, cost, benefit, risk and urgency. On top of that, we build a coherent methodology for linking IT-level metrics with business level metrics and make progress toward solving the business-IT alignment problem. Our methodology uses a constructive and quantitative definition of alignment with business objectives, taken as the likelihood – to the best of one’s knowledge – that such objectives will be met. That is used as the basis for building an engine for business impact calculation that is in fact an alignment computation engine. We show a sample BDIM solution for incident prioritization that is built using the decision theoretical framework, the methodology and the tools developed. We show how the sample BDIM solution could be used as a blueprint to build BDIM solutions for decision support in other IT service management processes, such as change management for example. However, the full power of BDIM can be best understood by studying the second fully fledged BDIM application that we present in this thesis. While incident management is used as a scenario for this second application as well, the main contribution that it brings about is really to provide a solution for business-driven organizational redesign to optimize the performance of an IT support organization. The solution is quite rich, and features components that orchestrate together advanced techniques in visualization, simulation, data mining and operations research. We show that the techniques we use - in particular the simulation of an IT organization enacting the incident management process – bring considerable benefits both when the performance is measured in terms of traditional IT metrics (mean time to resolution of incidents), and even more so when business impact metrics are brought into the picture, thereby providing a justification for investing time and effort in creating BDIM solutions. In terms of impact, the work presented in this thesis produced about twenty conference and journal publications, and resulted so far in three patent applications. Moreover this work has greatly influenced the design and implementation of Business Impact Optimization module of HP DecisionCenter™: a leading commercial software product for IT optimization, whose core has been re-designed to work as described here.

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Landman, Stephanus. "Leveraging business intelligence management to business performance management in a manufacturing environment / Landman, S". Thesis, North-West University, 2011. http://hdl.handle.net/10394/7062.

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No business can effectively be managed without the proper management and information that reflects and creates the milieu it operates in. Business performance management creates the framework in which a structured approach can be followed in setting the scene for a predictive and controllable environment. Business intelligence creates the information structures; information relationships and a reflection of the value chain of the business. By combining the two methodologies it creates a total business solution that harmonises all aspects of value creation in an objective manner. The aim of this study is to conduct a thorough theoretical study on the relevant aspects involved in business performance management and business intelligence, and to assess the relationship of business performance management and business intelligence within the South African natural resource' mining and manufacturing sector. The various processes of business performance management and business intelligence are discussed in the literature study. During the literature research several approaches to business performance management implementations and the pros and cons of business performance management are discussed. A broad look at business intelligence is done, with key focus on delivering of information.
Thesis (MBA)--North-West University, Potchefstroom Campus, 2012.

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Pekuri, A. (Aki). "The role of business models in construction business management". Doctoral thesis, Oulun yliopisto, 2015. http://urn.fi/urn:isbn:9789526208114.

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Abstract Although the need for change was recognized a couple of decades ago, the construction industry is still struggling with its productivity development and customer satisfaction. Usually, construction improvement initiatives focus on developing practices related to project management and delivery processes. However, this study views the general underperformance of the industry from the perspective of how the construction business is managed and conceptualized in practice. The objective of this thesis is to understand the role of business models in construction business management. This objective is pursued by addressing specific research questions in four individual publications, two of which contribute to the research objective from a more conceptual and two from a more empirical viewpoint. The exploratory study follows the qualitative research tradition and exploits the case study approach. The primary method for data collection has been interviews. This study demonstrates the applicability of the business model concept to the analysis and development of the construction business. However, its use requires a comprehensive understanding of the concept and proper alignment of its elements in practice. The results of this study indicate that the current business models of construction companies are too similar to enable value-based competition. Indeed, the conventional business models neglect the customer perspective and thus revolve around internal efficiency rather than customer value creation. Consequently, construction businesses are usually managed on a project-by-project basis without the governing effect of specific customer-oriented business models and a clear long-term vision or business purpose that would go beyond the objectives of growing and surviving. A better understanding of business models provides a starting point for managers to reform the construction business and the whole industry. Explicitly defined business models provide a foundation for consistent management practice and process development. New possibilities for customer value creation can be exploited as the limitations of the current thinking are overcome and business models are approached from the viewpoints of the customer and value creation
Tiivistelmä Rakennusalalla on edelleen vaikeuksia tuottavuuden kehittämisen ja asiakastyytyväisyyden parantamisessa, vaikka tarve muutokseen tunnistettiin jo pari vuosikymmentä sitten. Yleensä alan kehityshankkeet kohdistuvat projektien johtamiseen ja projektitoimituksiin liittyviin käytäntöihin. Tässä tutkimuksessa rakennusalan yleisesti heikkoa suorituskykyä tarkastellaan kuitenkin liikkeenjohdon näkökulmasta eli miten rakennusyrityksiä johdetaan ja miten liiketoiminta käsitteellistetään käytännössä. Väitöskirjan tavoitteena on ymmärtää liiketoimintamallien roolia rakennusliiketoiminnan johtamisessa. Tavoitteen saavuttamiseksi vastataan neljään tutkimuskysymykseen erillisten osajulkaisujen avulla. Kaksi näistä julkaisuista edistää ymmärrystä liiketoimintamallien roolista enemmän käsitteellisestä näkökulmasta ja kahdessa korostuu empiirinen näkökulma. Tutkimus on toteutettu laadullisena tutkimuksena, jossa hyödynnetään tapaustutkimusta. Aineistonkeruu on pääosin tehty haastatteluin. Tämän tutkimuksen mukaan liiketoimintamallikonsepti soveltuu myös rakennusliiketoiminnan analysointiin ja kehittämiseen. Tämä kuitenkin edellyttää liiketoimintamallikonseptin laaja-alaista ymmärrystä ja sen elementtien asianmukaista yhteensovittamista myös käytännössä. Tutkimustuloksista voidaan päätellä, että nykyiset liiketoimintamallit, joiden mukaan rakennusyritykset toimivat, ovat liian samankaltaisia soveltuakseen arvoperusteiseen kilpailuun. Nämä tavanomaiset liiketoimintamallit eivät sisällä asiakasnäkökulmaa ja täten ne keskittyvät etupäässä sisäiseen tehokkuuteen asiakasarvon tuottamisen sijasta. Näin ollen rakennusliiketoimintaa johdetaan yleensä projektiperusteisesti ilman, että päätöksentekoa ohjaisi määritellyt asiakassuuntautuneet liiketoimintamallit, selkeä pitkäntähtäimen visio tai kasvu- ja eloonjäämistavoitteita pidemmälle asetettu päämäärä. Liiketoimintamallien parempi ymmärrys antaa lähtökohdan rakennusliiketoiminnan ja koko alan uudistamiseen. Selkeästi määritellyt liiketoimintamallit luovat perustan liiketoiminnan johdonmukaisuudelle ja prosessien kehittämiselle. Monia huomiotta jääneitä arvonluonnin mahdollisuuksia voidaan puolestaan hyödyntää, kun vältetään takertumasta vallalla olevan ajattelutavan rajoitteisiin ja suunnitellaan liiketoimintamallit toimiviksi arvonluonnin ja asiakkaan näkökulmista

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McDonald, Don Michael. "Is biblical management good business?" Theological Research Exchange Network (TREN), 1985. http://www.tren.com.

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Redlein, Alexander. "Facility management : business process integration /". Hamburg : Diplomica, 2004. http://www.gbv.de/dms/zbw/394165640.pdf.

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Relph, Geoffrey James Frederick. "Inventory Management in Business Systems". Thesis, University of Manchester, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.516874.

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Savage, Denise. "Business networks and conflict management". Thesis, Queen's University Belfast, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.534605.

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Mais fontes

Livros sobre o assunto "Business management"

1

Erskine, Robert K. Business management. New York: Prentice Hall, 1991.

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Erskine, Robert. Business management. New York: Prentice Hall, 1991.

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3

Derek, Miles, e Ward John, eds. Business management. Geneva: International Labour Office, 1996.

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4

Zimmerman, Alan, e Jim Blythe. Business to Business Marketing Management. Abingdon, Oxon ; New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315564098.

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T, Raffield Barney, ed. Business to business marketing management. Homewood, IL: Irwin, 1990.

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6

Kumar, Akhil. Business Process Management. First Edition. | New York: Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315646749.

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Foster, George, Norm O’Reilly e Antonio Dávila. Sports Business Management. Second edition. | New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9780429340536.

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Bingham, Frank G. Business marketing management. Cincinnati, Ohio: South-Western College, 1995.

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9

Miller, Lori K. Sport business management. Gaithersburg, Md: Aspen Publishers, 1997.

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Krause, Klaus, e Tobias Schnitzler. Business Partner Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-32997-6.

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Capítulos de livros sobre o assunto "Business management"

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Lientz, Bennet P. "Business Employees". In Project Management, 158–73. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-28502-7_10.

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Lientz, Bennet P. "Business Processes". In Project Management, 174–85. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-28502-7_11.

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Lientz, Bennet P. "Business Units". In Project Management, 145–57. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-28502-7_9.

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Österle, Hubert. "Business Engineering". In Management-Kompetenz, 359–73. Wiesbaden: Gabler Verlag, 1995. http://dx.doi.org/10.1007/978-3-322-84493-4_22.

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Bladen, Charles, James Kennell, Emma Abson e Nick Wilde. "Business events". In Events Management, 332–64. 3^a ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003102878-12.

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Rhine, Anthony. "Business environments". In Theatre Management, 59–71. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-352-00175-4_4.

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Knott, Geoffrey. "Business Mergers". In Financial Management, 279–93. London: Macmillan Education UK, 1998. http://dx.doi.org/10.1007/978-1-349-14766-3_22.

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Furnham, Adrian. "Business Virtues". In Management Intelligence, 48–49. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230227439_11.

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Furnham, Adrian. "Business Recovery". In Management Intelligence, 52–53. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230227439_13.

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Furnham, Adrian. "Funny Business". In Management Intelligence, 98–99. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230227439_32.

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Trabalhos de conferências sobre o assunto "Business management"

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CHIFAN, Denisa-Alexandra, e Beatrice-Ionela IPSALAT. "TRUST, MONEY AND BUSINESS SYSTEM: UNEXPLORED CONNECTIONS". In INTERNATIONAL MANAGEMENT CONFERENCE. Editura ASE, 2024. http://dx.doi.org/10.24818/imc/2023/05.01.

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Trust is an invaluable asset in today's business landscape, more valuable than money itself. The relationship between trust and the success of businesses is undeniable. However, trust is constantly threatened due to various socio-economic phenomena such as inequality, polarization, financial crises, and pandemics, further eroding confidence. As the world undergoes rapid changes, building and maintaining trust within the business sector has become one of the most challenging endeavors. In this dynamic business environment, businesses must develop and maintain trust by demonstrating transparency and fostering open communication. This research seeks to comprehensively examine the intricate interplay among trust, culture, money, and business systems to gain a macro-social perspective on the pivotal role of trust within a nation's culture, ultimately contributing valuable insights to the field of business studies. By delving into the complex dynamics between these elements, it aims to provide a deeper understanding of how trust influences and shapes the economic and cultural fabric of societies. The paper assesses that a significant level of trust within countries and/or between companies could foster social cohesion, increase collaboration, and contribute to overall prosperity. The paper emphasizes the impact of trust and its representation in money, crucial for effective economic transactions and a favorable business climate, while the ethical and transparent business system plays a pivotal role in fostering trust and ultimately building resilient economies that benefit individuals and communities. As socio-economic landscapes continue to evolve, businesses must embrace trust-building as a core strategy to thrive in an increasingly competitive and uncertain world.

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Iesalnieks, Kaspars. "Business cycle management and companies performance: inventory management". In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.042.

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Purpose – the purpose of the research paper is to observe and analyse how major companies in the the Baltic States behave during the last business cycle in terms of inventory management in order to identify different inventory management strategies. Research methodology – statistical analysis from year 2007 to year 2012 encompassing 1387 largest businesses in the Baltics by their operating revenue. In the research paper clustering and mainly comparison methods are applied. Findings – research paper shows that major companies in Baltic States mainly behave cyclically and there has been little evidence of industries behaving counter-cyclically during anticipation of recession however there has been some indication of industries that increase inventories in anticipation of recovery mainly in Latvia. Research limitations – time, geography and scope limitations in terms of financial indicator that in the future research by the author needs to be addressed in order to provide a holistic view on the issue. Research implications – research paper demonstrates that various industries adapt different strategies during the business cycle and there are differences both on country and industry levels. Originality – first paper that analyses in-scope major Baltic state companies behaviours during the last business cycle on both country and industry level.

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Zhang, Jing. "Role of Business English on business management". In International Conference on Information Engineering. Southampton, UK: WIT Press, 2014. http://dx.doi.org/10.2495/icie131492.

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Romadhon, G. J., Suyanto e N. Ahmar. "Earnings Management, Business Strategy, and Business Complexity". In Proceedings of the 17 th International Symposium on Management (INSYMA 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200127.084.

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Pedrinaci, Carlos, John Domingue, Christian Brelage, Tammo van Lessen, Dimka Karastoyanova e Frank Leymann. "Semantic Business Process Management: Scaling Up the Management of Business Processes". In 2008 Second IEEE International Conference on Semantic Computing (ICSC). IEEE, 2008. http://dx.doi.org/10.1109/icsc.2008.84.

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Taşkın, Erdoğan. "Innovative Management Variables Enlightened". In International Conference on Eurasian Economies. Eurasian Economists Association, 2016. http://dx.doi.org/10.36880/c07.01631.

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Managers should understand the variables of innovation or the key points of creative innovation to ensure that businesses can decide fast and move correctly. Therefore, the purpose of this research is to analyze the key connections of innovation relations and creative innovation on management. This research will analyze five key issues: The processes of understanding the customers and users of the business. The ability of management to run the business and achieve business objectives. The employees' belief of creative innovation. The creative climate of the business. The support process of the business. As a result, five innovation variables of businesses will be analyzed and enlightened.

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Ahmed, Yahya. "Business Continuity Management for Organizational Success: Definitions, Triggers, and Key Processes." In 27th iSTEAMS-ACity-IEEE International Conference. Society for Multidisciplinary and Advanced Research Techniques - Creative Research Publishers, 2021. http://dx.doi.org/10.22624/aims/isteams-2021/v27p43.

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This paper discusses the need for business continuity management and its relevance to the successful management, protection, and sustainability of businesses. Considering the dynamic nature of global events and how it affects businesses at the speed of light. The rapid growth in technological innovations has made the world a global village, where business processes are done within the shortest time possible. This has made inter-organizational linkage and dependence very easy. But there is a need for protection against any form of disruptions for business continuity. Taking into consideration the scarce resources that lead to violence and terrorism from one place to another for power and resources. The paper look into business continuity, business continuity management, the impact of not having business continuity management, the triggers of business continuity management and the procedure for effective business continuity management. Keywords: Business Continuity, Management, Organizational Success, Triggers, Key Processes.

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Im, Chae Chang, Jeong Ho Kim e Min Kyung Choi. "Dividend Policy and Earnings Management: Based on Discretionary Accruals and Real Earnings Management". In Business 2015. Science & Engineering Research Support soCiety, 2015. http://dx.doi.org/10.14257/astl.2015.114.07.

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Mrva, Miloš, e Peter Marcin. "Business Plan – a Business “Must Have”?" In Contemporary Issues in Business, Management and Education. VGTU Technika, 2015. http://dx.doi.org/10.3846/cibme.2015.13.

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The business plan is seen as a complex structured document, which provides logical and factual answers to individual questions about the business. These questions are key to a successful start-up and implementation of longterm business activities. However, there has been a growing opinion in recent years, that a business plan is an inapropriatte tool considering the turbulent environment of nowadays. The aim of our studies is to identify the extent of use of a business plan as an important planning document in SMEs. There are many business owners who do not have a business plan and pay little attention to their planning activities. To better understand how the Slovak entrepreneurs perceive planning, we conducted a questionnaire survey. This reveals very interesting findings about the attitudes of Slovak businessmen to planning and planning documents. Survey results and recommendations are key parts of our article.

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Ferguson, Donald F. "Autonomic business service management". In the 6th international conference. New York, New York, USA: ACM Press, 2009. http://dx.doi.org/10.1145/1555228.1555230.

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Relatórios de organizações sobre o assunto "Business management"

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Wilson, D. Hanford business structure for HANDI 2000 business management system. Office of Scientific and Technical Information (OSTI), agosto de 1998. http://dx.doi.org/10.2172/10154401.

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Gerpen, Jon Van. Business management for biodiesel producers. Office of Scientific and Technical Information (OSTI), julho de 2004. http://dx.doi.org/10.2172/1216103.

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Seybold, Patricia. Beware of Business Process Management. Boston, MA: Patricia Seybold Group, maio de 2003. http://dx.doi.org/10.1571/psgp5-8-03cc.

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MacRobert, John F., Lavinia Plataroti, Ekanath Khatiwada, Marja H. Thijssen, Arnab Gupta e Abishkar Subedi. Training manual seed business management. Wageningen: Wageningen Centre for Development Innovation, 2023. http://dx.doi.org/10.18174/641247.

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Wilson, D. Data management plan for HANDI 2000 business management system. Office of Scientific and Technical Information (OSTI), agosto de 1998. http://dx.doi.org/10.2172/362441.

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Shepherd, Michael J., Helen Mae Rinke, Todd Hanson e Randy P. Wolfe. Management Academy LANL Business Systems: Property Management, Course #31036. Office of Scientific and Technical Information (OSTI), julho de 2016. http://dx.doi.org/10.2172/1261799.

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Rao, K. C., E. Kvarnstrom, L. Di Mario e P. Drechsel. Business models for fecal sludge management. International Water Management Institute (IWMI), 2016. http://dx.doi.org/10.5337/2016.213.

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McVaney, C. E., Neil Albert, Bob Hale e Mort Zuckerman. Business Management Modernization Program Task Group. Fort Belvoir, VA: Defense Technical Information Center, maio de 2005. http://dx.doi.org/10.21236/ada524959.

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Christman, Marissa. Risk Management Overview for Small Business. Office of Scientific and Technical Information (OSTI), abril de 2022. http://dx.doi.org/10.2172/1862802.

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Wilson, D. Region and database management for HANDI 2000 business management system. Office of Scientific and Technical Information (OSTI), agosto de 1998. http://dx.doi.org/10.2172/362442.

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