Готові списки джерел за темами / Business and Management

Добірка наукової літератури з теми "Business and Management"

Автор: Grafiati
Опубліковано: 4 червня 2021
Оновлено: 4 березня 2023

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Статті в журналах з теми "Business and Management"

1

Svoboda, E. "Knowledge-management in managerial work of business management." Agricultural Economics (Zemědělská ekonomika) 53, No. 7 (January 7, 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, and Doris K. Williams. "Business Management." Journal of Housing For the Elderly 8, no. 2 (January 10, 1992): 25–56. http://dx.doi.org/10.1300/j081v08n02_03.

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3

Feuer, Louis. "Business management." Case Manager 6, no. 5 (October 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, no. 4 (October 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, no. 1 (January 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, no. 2 (March 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, no. 6 (November 1998): 22–23. http://dx.doi.org/10.1016/s1061-9259(98)80132-x.

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8

Dodds, J. Colin. "Business management." British Accounting Review 23, no. 3 (September 1991): 268–69. http://dx.doi.org/10.1016/0890-8389(91)90093-h.

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

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Prihandono, Dorojatun, Andhi Wijayanto, and Dwi Cahyaningdyah. "Franchise business sustainability model: Role of conflict risk management in Indonesian franchise businesses." Problems and Perspectives in Management 19, no. 3 (September 21, 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&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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Дисертації з теми "Business and Management"

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Refugia, Manuel R. Jr, and 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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3

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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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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6

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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Jonckheere, Michael. "Independent management consulting business success." Thesis, Pepperdine University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=1593127.

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The purpose of this study was to determine the key factors involved in operating a successful independent management consulting business. For those working in the independent management consulting industry or looking to begin, this study aimed to provide information to help define what success means and identify the most important contributors to achieving that success. The study gathered data via online survey and semi-structured interviews from people who have owned an independent management consulting business. Trends in the data were identified and compared with current research to determine the key factors in operating a successful independent management consulting business.

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Книги з теми "Business and Management"

1

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

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2

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

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3

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

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4

Zimmerman, Alan, and 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

Vincent, Powell-Smith, ed. Horse business management. Oxford: BSP Professional, 1989.

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7

Small business management. 6th ed. Boston: Houghton Mifflin Co., 1997.

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8

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, and 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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Частини книг з теми "Business and Management"

1

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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2

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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4

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, and Nick Wilde. "Business events." In Events Management, 332–64. 3rd ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003102878-12.

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6

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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Тези доповідей конференцій з теми "Business and Management"

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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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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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3

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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4

Romadhon, G. J., Suyanto, and 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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5

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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Pedrinaci, Carlos, John Domingue, Christian Brelage, Tammo van Lessen, Dimka Karastoyanova, and 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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Im, Chae Chang, Jeong Ho Kim, and 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, and 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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Smolíková, Lenka. "Business agility – new trend in business." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.080.

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Анотація:
This paper focuses on a new trend in management – business agility. This term is brand new in the field of management, but agile practices are well known in project management, especially in the IT sector. Purpose – the purpose of the paper is to clear the ify the relevance of a brand new topic – business agility. This purpose will be divided into six partial purposes. Research methodology – the research methodology consists of literature reviews as the first step followed by hypothesis and questionnaire survey. Findings – the findings and results derived from the research and reported at the end of the paper. The questionnaire survey is carried out to support or disprove the hypothesis. The most significant chapters are finding results and conclusion. Practical implications – the practical implications can be found in the model of business agility transformation that can be used in business, the potential risk of business agility transformation and benefits related to business agility. Research limitations – there is one research limitation and it is basically because there are not many companies that are agile in the Czech Republic and the term of business agility is new and it can influence a number of the filled questionnaire. Originality/Value – the originality and value can be seen in the contribution of this paper: the model of implementation business agility into the company
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10

Debkowska, Katarzyna. "THE VALUE OF CUSTOMER SERVICE AS A FUNDAMENTAL DIMENSION OF THE BUSINESS MODEL OF COMPANIES IN THE TFL SECTOR, FOCUSED ON SALES REVENUE." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.74.

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Анотація:
This article aims to examine the relationship between the fundamental dimension of the business model and the amount of sales revenue. The study was conducted using data from the TFL sector companies. The research task was performed with the use of statistical methods. In order to identify services significantly differentiating the revenues of companies from the researched sector, non-parametric Mann- Whitney test was used. The article also makes an attempt on predicting, with the use of regression trees, the amount of sales revenues, depending on the type of the offered service. The study allowed for the adoption of a revised research hypothesis stating that a properly selected set of services in the business model translates into higher revenues from the sale of the businesses from the TFL sector.
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Звіти організацій з теми "Business and Management"

1

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

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2

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

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3

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

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4

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

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5

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

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Rao, K. C., E. Kvarnstrom, L. Di Mario, and 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, and Mort Zuckerman. Business Management Modernization Program Task Group. Fort Belvoir, VA: Defense Technical Information Center, May 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), April 2022. http://dx.doi.org/10.2172/1862802.

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9

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

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BENNION, S. I. Software configuration management plan for HANDI 2000 business management system. Office of Scientific and Technical Information (OSTI), February 1999. http://dx.doi.org/10.2172/781506.

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