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Статті в журналах з теми "Business hierarchy"

Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 3 лютого 2022

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1

Prasetya, Prita, Teuku Fajar Akbar, and Stanley A. Makalew. "Hierarchy Structural Model of B2b Marketing Strategic In Manufacturer-Retailer Relationship Using Analytical Hierarchy Process (AHP)." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (October 8, 2021): 30. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(30).

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Анотація:

The business environment is undergoing dynamic changes such as the increased competition and the development of new technologies. Companies have been increasingly interested in improving their business performance. In the literature on B2B markets there is a high-level agreement that principal's performance can be improved towards holding fewer and closer relationships. Increasing long term relationships represents a starting point for competitive advantage. Research and practice on marketing channel management have proven the importance of managing relationships between people or organizations which is carry out the distribution function (Stern, Louis W and Weitz, 1997). A value has always been the fundamental basis for all marketing activities (Palmatier, 2008). In fact, it is essential to know how to create and deliver value in the relationship, from both point of view, the manufacturer and retailer (Ulaga and Eggert, 2005). The main objective of this research is to obtain a clearer picture of the problems of the situation in the relationship between principal and retailer and plan a collaborative relationship strategy. Analytical Hierarchy Process (AHP) approach used to determine priorities from various alternatives strategies. The most important thing is to determine the priority order of strategies and formulate policies concerning business competition. This study's managerial implication implied that workers and business actors, and policymakers in the trade sector in the paint and building materials industry could get a rich picture of creating an ideal competitive situation between small and medium business owners and retail network businesses. Keywords: Analytical Hierarchy Process, B2B Relationship, Collaboration, Retailer, Strategy

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2

Lee, Sang Suk, and Jerome S. Osteryoung. "Start-Up Business Evaluation Model Using the Analytic Hierarchy Process." International Journal of Entrepreneurship and Innovation 3, no. 3 (August 2002): 211–19. http://dx.doi.org/10.5367/000000002101299213.

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This study develops a start-up business evaluation model for small and medium-sized firms using the Analytic Hierarchy Process (AHP). The intention is to provide a feasibility test for start-up businesses by calculating the relative weights of the various success factors in new entrepreneurial firms, and thus to develop a methodology for measuring the Start-up Business Index (SBI). The paper focuses on determinants in the start-up process of successful businesses in the USA and Korea that are considered by the entrepreneurs as having been necessary factors in their success.

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3

DuPuy, Ellis, Kathryn Brewer, and Norman E. Bowie. "Meaningful Work in the Modern Business Hierarchy." Proceedings of the International Association for Business and Society 5 (1994): 831–41. http://dx.doi.org/10.5840/iabsproc1994571.

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4

Ackermann, Martin Daniel, John Andrew van der Poll, and Huibrecht Margaretha van der Poll. "Re-evaluating the Definition of Intelligence in Business Intelligence." GATR Journal of Management and Marketing Review 1, no. 1 (December 27, 2016): 33–44. http://dx.doi.org/10.35609/jmmr.2016.1.1(5).

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Анотація:

Objective - Business Intelligence has little bearing with graphs and dashboards of traditionally defined Business Intelligence. Rather it is all about experience and sound judgement of the person at the helm of the decision-making process. In line with this view, we evaluate and subsequently, reposition the current definition of Business Intelligence in the literature. Methodology/Technique - The initial development of the data, information, knowledge and wisdom (DIKW) hierarchy excluded intelligence and so it never questioned the accepted definition of Business Intelligence. The extended DIKIW hierarchy includes intelligence but we raise the question about the definition of intelligence in Business Intelligence. This paper positions the existing definition of Business Intelligence as Business Information instead, and so, it redefines traditional Business Intelligence. Findings – Applying the DIKIW hierarchy, the new definition of Business Intelligence is shown in equation as the transformation of "Business Data to Business Information to Business Knowledge to Business Intelligence to Business Wisdom". Novelty - The impact of the new definition of Business Intelligence is that it changes its meaning from one that belongs to information science into one that is a human behavioural science and profiling concept. It does not do away with the existing work in literature but it redefines Business Intelligence as belonging to the realm of Business Information. Type of Paper - Review Keywords: Business Intelligence; DIKW hierarchy; DIKIW hierarchy; Knowledge Management; Wisdom. JEL Classification: L25, M10

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5

Drieniková, Katarína, Gabriela Hrdinová, Tomáš Naňo, and Peter Sakál. "Possibilities of Utilizing the Method of Analytical Hierarchy Process Within the Strategy of Corporate Social Business." Research Papers Faculty of Materials Science and Technology Slovak University of Technology 18, no. 29 (January 1, 2010): 63–70. http://dx.doi.org/10.2478/v10186-010-0027-x.

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Анотація:

Possibilities of Utilizing the Method of Analytical Hierarchy Process Within the Strategy of Corporate Social Business The paper deals with the analysis of the theory of corporate social responsibility, risk management and the exact method of analytic hierarchic process that is used in the decision-making processes. The Chapters 2 and 3 focus on presentation of the experience with the application of the method in formulating the stakeholders' strategic goals within the Corporate Social Responsibility (CSR) and simultaneously its utilization in minimizing the environmental risks. The major benefit of this paper is the application of Analytical Hierarchy Process (AHP).

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6

Oliner, Stephen D., and Glenn D. Rudebusch. "Sources of the Financing Hierarchy for Business Investment." Review of Economics and Statistics 74, no. 4 (November 1992): 643. http://dx.doi.org/10.2307/2109378.

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7

Janakova M, Suchanek P., Padysak P., and J. Botlik. "The KPI Hierarchy for CRM and Marketing." GIS Business 15, no. 1 (January 24, 2020): 263–77. http://dx.doi.org/10.26643/gis.v15i1.18378.

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The purpose of this paper is to specify the recommended KPI hierarchy for marketing in CRMs in case small business. There are proven KPIs (hard) based on financial resources such as total revenues, summary expenses, revenues by customers, expenses by campaign, or revenue generated by campaign. These KPIs have a clear impact on business development. It is not such important for small business because their owners know the true status of the business account. They have to grow. From this point of view, other soft KPIs help better. They are not focused on finance, but rely on measuring active work with customers and the usefulness of marketing campaigns. The recommended KPI hierarchy helps to select the optimal soft KPIs for CRM marketing through multiple levels.

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8

Gorbanev, Iouri, Ariel Cortes, and Sandra Agudelo-Londoño. "Redesign of the Attention Process of Patients with Rheumatologic Diseases: Assessing the Performance with Analytic Hierarchy Process." Advances in Operations Research 2017 (2017): 1–6. http://dx.doi.org/10.1155/2017/6367037.

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Анотація:

Objective. To compare the Business process management and the analytic hierarchy process as the tools of process performance assessment. Instruments and Methods. Case study of the attention process of rheumatology patients. Business process management and analytic hierarchy process were applied to assess the redesign of the attention process. The two methods were compared. The data were obtained through personal observations, an interview with a Colombian health insurer’s senior executive, and retrospective documentary analysis. Results. Both methods assessed the process redesign as an improvement. While Business process management made a qualitative evaluation, the analytic hierarchy process allowed for a quantitative approach. Conclusions. Business process management is helpful in process performance assessment because it offers a conceptual foundation. Analytic hierarchy process is a complement which makes the intuitions based on business process management rigorous.

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9

Xu, Tao. "E-Commerce Risk Analysis with Fuzzy Analytic Hierarchy Process." Applied Mechanics and Materials 571-572 (June 2014): 1129–32. http://dx.doi.org/10.4028/www.scientific.net/amm.571-572.1129.

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Fuzzy Analytic Hierarchy Process (FAHP) has been applied widely in risk measurement. In this paper, we have applied FAHP to the risk measurement of an e-commerce business. The results indicate that FAHP can reveal more details of risks. It is also helpful for the e-commerce businesses to improve their risk management process.

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10

Hadad, Shahrazad. "Analytic hierarchy process analysis for choosing a corporate social entrepreneurship strategy." Management & Marketing 10, no. 3 (October 1, 2015): 185–207. http://dx.doi.org/10.1515/mmcks-2015-0014.

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Abstract After conducting an extensive analysis of both the specialised literature and practice and identifying three types of corporate social entrepreneurship in my PhD thesis titled “Corporate social entrepreneurship - the new paradigm of reshaping and rethinking business”, I decided to determine which of the three approaches is mostly suited for the Romanian market. The three types of corporate social entrepreneurship: corporate social entrepreneurship as local development tool, corporate social entrepreneurship as market development tool, and corporate social entrepreneurship as transformational innovation tool were organised as the alternatives of a carefully constructed hierarchy having as criteria: return on investment (which does not necessarily refer to the money that the company invests in the strategy; the term is derived from sustainability and scalability), degree of novelty, pre-entry knowledge and interest in solving the communities’ social problems. The questionnaire constructed based on the hierarchy using analytic hierarchy processes was distributed to experts (business developers) coming from the following industries or sectors: beverages, IT, banking, furniture, and automotive. The research reveals which is the approach most likely to be employed by Romanian business developers. The results may be inferred to the sum of businesses represented by the expert business developers who were part of the research.

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11

Huang, Ying, and Xianwen He. "Building business process ontology based on concept hierarchy model." International Journal of Computational Science and Engineering 15, no. 1/2 (2017): 66. http://dx.doi.org/10.1504/ijcse.2017.085988.

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12

He, Xianwen, and Ying Huang. "Building business process ontology based on concept hierarchy model." International Journal of Computational Science and Engineering 15, no. 1/2 (2017): 66. http://dx.doi.org/10.1504/ijcse.2017.10006997.

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13

Dong, Rong, Wei Ping He, Ya Jie Li, Jin Liang Chen, and Yan Li He. "A Reconfigurable MES Model Based on Hierarchy." Advanced Materials Research 683 (April 2013): 698–703. http://dx.doi.org/10.4028/www.scientific.net/amr.683.698.

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The reconfigurability of Manufacturing Execution System (MES) means that it can adapt to different manufacturing environment and application requirements rapidly and easily. A Reconfigurable MES Model (RMM) is discussed with a hierarchical architecture including Production Object Level, Business Activity Level, Business Function Level and Organization Level. The elements of each level are defined, and the implementation mechanisms of reconfigurations are analyzed in detail. Finally, an example is presented to prove the validation of RMM.

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14

Колесников, Николай, Nikolay Kolesnikov, Наталья Колесникова, and Natalya Kolesnikova. "Hierarchy of needs as a factor of cross-border business networks in rural tourism." Services in Russia and abroad 8, no. 7 (December 10, 2014): 0. http://dx.doi.org/10.12737/7463.

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The article describes the stages in the formation of cross-border business partner networks in rural tourism with the business needs of its participants in the focus. The methodological basis of the research is the approach of A. Maslou, suggesting that human needs are organized in a hierarchical order. By analogy with the concept of Maslou, we assume that the motives of entrepreneurs which define their business activities are organized hierarchically as well. Upon reaching a certain level in the hierarchy of motivation entrepreneurs feel the need for co-operation within a network association. Progress in meeting the needs of increasingly high levels forms the motivation for qualitative development of the network association that determines the steps of forming business partner networks. This process is considered by the example of the cross-border business partner network between businesses of the Republic of Karelia and Finland in the field of rural tourism.

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15

Wang, Shu Rong, De En Meng, and Jin Song Zhao. "Design and Implementation of Module Hot-Plugging in Equipment Management Platform." Advanced Materials Research 605-607 (December 2012): 2438–41. http://dx.doi.org/10.4028/www.scientific.net/amr.605-607.2438.

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Due to present situation of equipment management in power plant, a development platform for equipment management application which is to achieve hot-plugging module has been presented. The functions of business framework platform and technology of hot-plugging module have also been introduced. Some base functions of business framework platform have been elaborated, such as design of base class, module management function, and menu authority management etc. How to plan module file hierarchy, plan function file hierarchy, design business page, release business module, and install or uninstall business module in the process of business development have been illustrated.

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16

Indriani, Indriani, Rahayu Relawati, and Livia Windiana. "STRATEGI PEMASARAN KERIPIK TEMPE SANAN DI KOTA MALANG BERDASARKAN METODE ANALYTICAL HIERARCHY PROCESS (AHP)." Jurnal Sosial Ekonomi Pertanian 16, no. 1 (February 5, 2020): 37. http://dx.doi.org/10.20956/jsep.v16i2.9316.

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A good marketing strategy needs to be applied in Tempe chips business. The purpose of this investigation is how the business description Tempe chips business & determine an effective marketing strategy based on the Analytical Hierarchy Process (AHP) business criteria on costs, sales value and profits. This method utilized a random sampling method with several samples studied by 23 industries. Analytical Hierarchy Process (AHP) is applied to determine between alternative kiosk strategies and consignment. The result showed that the more effective strategy was using its kiosk. Analytical Hierarchy Process analysis results produce a value of less than 1, means that the effect of CR <0.1 is a consistent assessment. The calculation at the Eigen stage provides 1 and continues for the Lamda Max calculation of 2.354 and the CI of -0.332 and continues at the final count. The final result of the calculation of CR = -1,662. So it arguably to be consistent. The perfect strategy choice is the kiosk itself, and it can be seen from the results of the analysis with the Analytical Hierarchy Process method.

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17

Stecyk, Adam. "The analytic hierarchy process AHP for business intelligence system evaluation." European Journal of Service Management 28 (2018): 439–46. http://dx.doi.org/10.18276/ejsm.2018.28/2-52.

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18

Mack, Elizabeth A. "Variations in the Broadband-Business Connection across the Urban Hierarchy." Growth and Change 46, no. 3 (March 11, 2015): 400–423. http://dx.doi.org/10.1111/grow.12095.

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19

Ibata-Arens, Kathryn C. "Alternatives to Hierarchy in Japan: Business Networks and Civic Entrepreneurship." Asian Business & Management 3, no. 3 (September 2004): 315–35. http://dx.doi.org/10.1057/palgrave.abm.9200103.

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20

Redaputri, Appin Purisky, and Dion Alfarizi. "Analisis Pengambilan Keputusan Strategi Bisnis dalam Meningkatkan Penjualan Pada Usaha Langgang." JMK (Jurnal Manajemen dan Kewirausahaan) 6, no. 2 (May 30, 2021): 47. http://dx.doi.org/10.32503/jmk.v6i2.1475.

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Abstract Kemplang Tunu (panggang) is one of the typical snack products from South Sumatra that is very popular by the community. Langgang's business is a new roast camper business established in June 2020.This research on business actors is a first step strategy in business development do that it can last in the long term, this triggers researchers to find out what alternative strategies are in accordance with Langgang's efforts in increasing sales. This research uses descriptive qualitative with Soft Systems Methodology (SSM) and Analytical Hierarchy Process (AHP) method and Expert Choice application as a tool in processing data supporting system decision making. The results of this study showed that internal factors four sub-criteria and external factors four sub-criteria. The results of the decision-making model using Analytical Hierarchy Process (AHP) stated that the alternative business strategy in Langgang business is the development of a new type of taste with an assessment of (0.387), sales via e-commerce with an assessment of (0.290), opening oulet with an assessment of (0.192) and selection of suppliers with an assessment of (0.131). Keywords: Kemplang Panggang, Decision Making, Business Strategy, Analytical Hierarchy Process (AHP), Expert Choice Abstrak Kempang Tunu (Panggang) ialah produk olahan istimewa dari Sumatera Selatan dan sangat digemari oleh masyarakat. Usaha Langgang ialah usaha kemplang panggang yang baru didirikan pada bulan Juni 2020. Penelitian pelaku usaha ini merupakan strategi langkah awal pada pengembangan usaha hingga mencapai bertahan sampai jangka panjang, hal ini memicu peneliti untuk mencari tahu alternatif strategi apa yang sesuai dengan usaha Langgang dalam meningkatkan penjualan. Penelitian ini menggunakan kualitatif dekriptif dengan Soft Systems Methodology (SSM) dan metode Analytical Hierarchy Process (AHP) serta aplikasi Expert Choice sebagai alat dalam mengolah data sistem penunjang pengambilan keputusan. Hasil Penelitian ini menunjukkan bahwa faktor internal terdapat empat sub-kriteria dan faktor eksternal terdapat empat sub-kriteria. Hasil model pengambilan keputusan dengan menggunakan Analytical Hierarchy Process (AHP) menyatakan bahwa alternatif strategi bisnis pada usaha Langgang yaitu pengembangan jenis rasa baru dengan penilaian sebesar (0,387), penjualan via e-commerce dengan penilaian sebesar (0,290), membuka oulet dengan penilaian sebesar (0,192) dan pemilihan supplier dengan penilaian sebesar (0,131). Kata kunci: Kemplang Panggang, Pengambilan Keputusan, Strategi Bisnis, Analytical Hierarchy Process (AHP), Expert Choice

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21

Polat, Tülay Korkusuz. "An Application of Analytic Hierarchy Process and Fuzzy Analytic Hierarchy Process to The Case Type Selection Problem." Academic Perspective Procedia 1, no. 1 (November 9, 2018): 1179–88. http://dx.doi.org/10.33793/acperpro.01.01.188.

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Business enterprises need to show high performance in their industries in order to achieve a sustainable competition. This is not related only to individual performances, and each link on supply chain may have a considerable effect on business performance. Therefore, supply chain management is quite essential to the enterprises that supplier selection is one of its key elements to be run, and another is establishing the form of packaging before the supplier delivers the ordered raw materials. Raw material costs are influenced by the ability to determine such issues as packaging way, type of case, etc., and these factors are also important to maintain the quality of material. The aim of this study is to select the type of the case for raw materials to be placed in by the supplier, in the automobile industry with very intense competition. In order to solve this multi-criteria decision making problem, the Analytic Hierarchy Process (AHP), one of the multi-criteria decision making techniques, was used. Due to the ambiguity in several paired comparisons, the problem was also resolved using the Fuzzy Analytic Hierarchy Process (Fuzzy AHP).

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22

Rosiska, Evan. "Penerapan Metode Analitycal Hierarchy Process (AHP) dalam Menentukan Mitra Usaha Berprestasi." Jurnal RESTI (Rekayasa Sistem dan Teknologi Informasi) 2, no. 2 (June 8, 2018): 479–85. http://dx.doi.org/10.29207/resti.v2i2.419.

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PT Bandar Madani 165 which has a trademark of Ticket Terminal, is a company engaged in aircraft ticket sales service and currently has more than 200 business partners. The lack of information of business partners who are active in running and promoting the business of air ticket sales makes PT Bandar Madani 165 difficulty in giving appreciation apresisi to business partners who excel and the absence of methods used in giving appreciation. Therefore, an Analytical Hierarchy Process (AHP) method is needed to help make decisions. In this study, to facilitate the testing used five alternative business partners are: TT travel, Putri Persada, Lucia, Celebes, Filkana. and the criteria used include: sales, networks, public spaces, work contracts, and experience. Validity is tested using manual calculations using matrix calculations using Microsoft Excel. The results showed that the first rank obtained by TT travel (32%), second Celebes (22%), third Putri Persada (17%), Lucia four (15%), and fifth Filkana (11%).

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23

Schneider, Anselm, and Andreas Georg Scherer. "State Governance Beyond the ‘Shadow of Hierarchy’: A social mechanisms perspective on governmental CSR policies." Organization Studies 40, no. 8 (March 28, 2019): 1147–68. http://dx.doi.org/10.1177/0170840619835584.

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The extent to which state authorities can regulate the externalities and the behaviour of multinational corporations (MNCs) is limited. This is especially true when MNCs operate in or do business with fragile states that lack the willingness and/or resources to effectively and legitimately regulate businesses. However, MNCs often engage in private regulation to remedy some of the problems that unregulated business behaviour creates. In this article we examine what limits the effectiveness and legitimacy of the contributions made by MNCs to global governance. We explore the mechanisms that state authorities in functioning states can use to overcome these barriers as well as the boundary conditions of these mechanisms at both company and government levels. We provide a framework for governmental CSR policies and describe the ways in which functioning states engage in governance beyond the ‘shadow of hierarchy’ and directly or indirectly influence business conduct beyond the territory in which their legal regulations can be enforced.

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24

Wiesmeth, Hans. "Systemic Change: The Complexity of Business in a Circular Economy." Foresight and STI Governance 14, no. 4 (December 15, 2020): 47–60. http://dx.doi.org/10.17323/2500-2597.2020.4.47.60.

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The transition to a circular economy is often associated with appropriate business models, which should, among other things, help to replace the conventional `end-of-life? concept regarding commodities with restoration and environmental design. This systemic change appears to be closely linked to the waste hierarchy: prevention of waste, reuse of old commodities and recycling of waste. The paper shows that there are various problems for businesses to maintain the waste hierarchy in the context of a circular economy. The intrinsic nature of environmental commodities and, in particular, societal path dependencies present some challenges. These societal path dependencies are related to the benefits of decentralized decision-making in a market economy. In the short term, appropriate environmental policies can help alleviate some of these problems, but in the long term, these societal path dependencies need to be reoriented. The paper contains practical examples of all the issues raised.

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25

Inderst, Roman, Holger M. Müller, and Karl Wärneryd. "Influence costs and hierarchy." Economics of Governance 6, no. 2 (July 2005): 177–97. http://dx.doi.org/10.1007/s10101-004-0084-8.

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26

Starkey, Ken, Mike Wright, and Steve Thompson. "Flexibility, Hierarchy, Markets." British Journal of Management 2, no. 3 (September 1991): 165–76. http://dx.doi.org/10.1111/j.1467-8551.1991.tb00024.x.

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27

Ghosh, Sourobh, Stefan Thomke, and Hazjier Pourkhalkhali. "The Effects of Hierarchy on Learning and Performance in Business Experimentation." Academy of Management Proceedings 2020, no. 1 (August 2020): 20500. http://dx.doi.org/10.5465/ambpp.2020.159.

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28

Rojas, Ronald R. "Interpersonal Dynamics in Business Disciplines: Formulating a Hierarchy of Relational Motives." Interpersona: An International Journal on Personal Relationships 9, no. 1 (June 30, 2015): 114–26. http://dx.doi.org/10.5964/ijpr.v9i1.185.

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This article analyzes the topic of relational motives within the business disciplines and represents one attempt in responding to criticisms of a lacking framework capable of providing wider and more coherent understandings of relational typologies. By means of a review of the management and leadership literature and using a utility-by-motives clustering, six relational motives are identified and ordered hierarchically using a paired comparison methodology. The value of this approach for scholars and practitioners is explored and specific areas of further research are suggested.

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29

Foshay, Neil, Todd Boyle, and Jacob Mather. "A Hierarchy of Metadata Elements for Business Intelligence Information Resource Retrieval." International Journal of Business Intelligence Research 4, no. 4 (October 2013): 33–44. http://dx.doi.org/10.4018/ijbir.2013100103.

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Effectively managing information resources is an important activity contributing to the competitive advantage of modern organizations. Organizational knowledge workers must be able to search for pertinent information quickly and effectively. This research identifies the relative usefulness of the metadata elements associated with the Dublin Core metadata standard for the effective retrieval of three different information resources – structured business intelligence reports, structured spreadsheet reports, and unstructured reports in formats such as Word and PowerPoint. A survey of knowledge workers was conducted to determine the relative usefulness of the metadata elements for each of the three information resources and to develop a framework outlining where metadata tag requirements differ between such resources. Overall, the study and resulting framework emphasize the need for system developers and database management personnel to be cognizant of the type of information resources being used, and ensure that search metadata elements that are appropriate for these specific resources are in place.

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30

Boessenkool, Aart Leendert, Tn van der Linde, and Stephen Kruger. "A Hierarchy of Performance Measurement in a Shared Services Business Environment." International Journal of Knowledge, Culture, and Change Management: Annual Review 5, no. 7 (2006): 171–86. http://dx.doi.org/10.18848/1447-9524/cgp/v05i07/50014.

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31

Huizingh, Eelko K. R. E. "Towards Successful E-Business Strategies: A Hierarchy of Three Management Models." Journal of Marketing Management 18, no. 7-8 (August 2002): 721–47. http://dx.doi.org/10.1362/0267257022780615.

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Zugal, Stefan, Pnina Soffer, Cornelia Haisjackl, Jakob Pinggera, Manfred Reichert, and Barbara Weber. "Investigating expressiveness and understandability of hierarchy in declarative business process models." Software & Systems Modeling 14, no. 3 (June 20, 2013): 1081–103. http://dx.doi.org/10.1007/s10270-013-0356-2.

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Liang, Wen‐Yau. "The analytic hierarchy process in project evaluation." Benchmarking: An International Journal 10, no. 5 (October 2003): 445–56. http://dx.doi.org/10.1108/14635770310495492.

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Jacobsson, Mattias, and Timothy L. Wilson. "Partnering hierarchy of needs." Management Decision 52, no. 10 (November 11, 2014): 1907–27. http://dx.doi.org/10.1108/md-02-2014-0075.

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Анотація:

Purpose – First, the purpose of this paper is to describe and analyze the role of the components in the creation of a partnering way of working; second, to illustrate how the achievement of such collaborative state is dependent on a hierarchy of constructs. Design/methodology/approach – The paper builds on a large case study of a successful Swedish partnering project. The case, studied through extensive interviews and observations, was process-oriented and analyzed using a theoretically driven thematic analysis. Findings – It is shown that components exist on different levels and constitute different types of building blocks in striving toward a “true” collaborative climate. It is also shown that as the project progressed, even the non-partnering sub-projects were infused with a collaborative way of working. To this end it is suggested that there might be a certain stickiness related to this way of working. As trust, openness, and mutual understanding are constructs on an interpersonal level, it is on the interpersonal level partnering endeavors are won or lost. Research limitations/implications – The paper provides a new conceptualization of the partnering components and also an understanding of how the components contribute to the creation of a collaborative climate. Because the research was built on a case study, one has the limitations common with that approach. Practical implications – The importance of understanding that individual expectations are the basis for the action and learning that interact in a constant feedback loop, as the partnering pyramid is climbed. Originality/value – This understanding should be of interest for both practitioners and academics working with partnering.

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Saavedra-Espinosa, Mariana. "Family Business Institutionalization, Governance, and Social Distinction Among Colombia’s Elite Business Families." Journal of Business Anthropology 9, no. 2 (November 30, 2020): 275–300. http://dx.doi.org/10.22439/jba.v9i2.6125.

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While the institutionalization of some of Colombia’s largest family-owned businesses is often explained with reference to the global economic liberalization of the 1990s and the need for smooth intergenerational transference of property and management, this article connects the increasing popularity of these specialized managerial measures to long-standing structures of social hierarchy and group formation in the country. Drawing on twenty months of ethnographic research among members of industrial elite business-owning families, I argue that the increasing prevalence of these measures cannot be fully explained without attention to dynamics of symbolic social distinction in the country. I ground family business governance in its social context by considering it in light of three important forms of distinction: in-group and cosmopolitan connections, conspicuous industriousness and enactment of “modern” values, and the adoption of governance as a form of family lineage.

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Partyko, Neonila, Olena Kryvopyshyna, Liubov Pomytkina, and Eduard Pomytkin. "Peculiarities of hierarchy of leaders’ personal values." E3S Web of Conferences 284 (2021): 09007. http://dx.doi.org/10.1051/e3sconf/202128409007.

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The aim of the research is to confirm whether gender, age, residence in rural or urban areas and work experience influence the peculiarities of hierarchy of leaders’ personal values, and also to investigate the differences in the hierarchy of leaders’ personal values and that of their subordinates. The significant changes in the social value system create for the majority of people the urgent need to adopt new benchmarks and rebuild their personal values system. This also applies directly to the modern leader who is trying to reach a mutual understanding in the relationship. The goal of our research is to study the peculiarities of the hierarchy of leaders’ personal values. These were the hypotheses of the study: 1) the specific and individual-oriented values prevail in leaders as well as values of “business” and “self-affirmation”; 2) the hierarchy of value self-determination of modern leaders in education is influenced by their work experience, residence in rural or urban areas, age and gender. To solve the empirical problems of our research and to confirm or refute the hypotheses, we used the method of studying the value orientations, developed by the American researcher Milton Rokeach. According to the results of the research, the most important leaders’ terminal values have been the specific and individually oriented values, and the most important leaders’ instrumental values have been mainly the values of «business» and «self-affirmation», while gender affects the terminal and instrumental values, and the age impacts mainly instrumental values.

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Terpstra, David E., and Douglas D. Baker. "A Hierarchy of Sexual Harassment." Journal of Psychology 121, no. 6 (November 1987): 599–605. http://dx.doi.org/10.1080/00223980.1987.9712689.

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Cheng, Eddie W. L., Heng Li, and Danny C. K. Ho. "Analytic hierarchy process (AHP)." Measuring Business Excellence 6, no. 4 (December 2002): 33–37. http://dx.doi.org/10.1108/13683040210451697.

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Fajriya, Rina Nuryana, Azhar Firdaus, and Ahmad Faisal. "Penentuan Karyawan Terbaik Home Industry Ramayana Menggunakan Metode Analytical Hierarchy Process (AHP)." Journal of Innovation Information Technology and Application (JINITA) 1, no. 01 (December 26, 2019): 35–41. http://dx.doi.org/10.35970/jinita.v1i01.83.

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Employees in the company are the main resources required to be able to provide the best service and optimal performance. The selection of the best employees in a company is very important because it will determine the company's progress in the future. A home industry in East Kotawaringin Regency has 3 permanent employees. This Ramayana cracker business owner wants to know the best performance of his 3 employees, one of the effective ways in selecting employees is by implementing a decision support system and by using the Analytical Hierarchy Process (AHP) method, we make this research to help business owners to their problem is solved. This study aims to complete practical decision making and have alternative choices for decision-makers, in order to choose the best employees in their home industry. The results of this study are aimed at home industry business owners in order to find out the best employees in this Ramayana home industry business.

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Neuenfeldt Júnior, Alvaro Luiz, Julio Cezar Mairesse Siluk, Marlon Soliman, Elpídio Oscar Benitez Nara, and Liane Mahlmann Kipper. "Hierarchy the sectorial performance indicators for Brazilian franchises." Business Process Management Journal 21, no. 1 (January 30, 2015): 190–204. http://dx.doi.org/10.1108/bpmj-08-2013-0108.

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Purpose – The purpose of this paper is to study the level of importance existing among the indicators that were previously defined for a Performance Measurement Systems (PMS) and are relative to franchises in Brazil, using the Analytic Hierarchy Process (AHP) methodology, together with a series of tests, which are responsible by verifying the degree of reliability, robustness and stability of the parameters used and the results obtained. As a result, the author suggests that the diagnosing of the five delimited indicators have different relevance assigned to them. Design/methodology/approach – This paper reviews extant literatures in Franchise, PMS, Multiple Criteria Decision Making (MCDM), in specific the theory about AHP. Findings – The authors found that it was possible justified, for both the relative and the evaluative method, that the I3 was the main point of the system and, as a consequence, be considered as priority when talking about sectorial development of franchises in Brazil. As for the other indicators, even being located in a level lower than I3, they must be taken into contemplation in these measurements, however, with a relatively inferior importance degree. Practical implications – It was possible to better comprehend which economics and non-economic factors selected have a more predominance in the Brazilian franchise context, according to characteristics of the companies present. Originality/value – The absence of scientific papers that describe the relevance level of the main factors that influence in the Brazilian franchise system.

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Adebiyi, Sulaimon Olanrewaju, Bilqis Bolanle Amole, Kareem Abidemi Arikewuyo, and Olamilekan Gbenga Oyenuga. "Multi-Criteria Decision Analysis of Entrepreneurial Orientation and Business Performance in Nigeria." Economics and Business 33, no. 1 (January 1, 2019): 140–51. http://dx.doi.org/10.2478/eb-2019-0010.

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Abstract This study advances research on entrepreneurial orientation and business performance by assessing, prioritizing, ranking, and evaluating decision choices among entrepreneurial orientation attributes that influence small and medium scale enterprise performance in Nigeria. Data were gathered through the multi-criteria decision-making (MCDM) tool called analytic hierarchy process (AHP) based questionnaire administered to practicing entrepreneurs in Lagos State, Nigeria. The population of the study consists of all the firms (mainly small and medium scale businesses) registered by Lagos Chamber of Commerce, totalling 1766 at the time of this study. The sample size was calculated through Yamane formula, while entrepreneurs managing the sampled firms were the respondents carefully selected for the study through a random sampling procedure. Data collected were analysed through descriptive statistics and analytic hierarchy process procedures for eliciting the consistency ratio, consistency index, Lambda Max, local and global priority values for an effective policy decision. The priorities were established in line with the AHP framework using pairwise comparisons and judgment of entrepreneurs. The results revealed the preference of entrepreneurial orientation dimension that influenced business performance most based on pairwise experiences and trade-off of different attributes. This study explores the application of AHP methodology for measuring complex entrepreneurial decision-making process for enhancing business performance. Thus, the AHP revealed a potential research method in computing weights and chasing MCDM process.

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Roosaar, Liis, Pille Mõtsmees, and Urmas Varblane. "Occupational mobility over the business cycle." International Journal of Manpower 35, no. 6 (August 26, 2014): 873–97. http://dx.doi.org/10.1108/ijm-06-2013-0130.

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Purpose – The purpose of this paper is to examine how occupational mobility varies over the business cycle and how selected factors contribute to occupational mobility in different stages of the business cycle. Design/methodology/approach – Using annual micro data from the Estonian Labour Force Survey (2001-2010) and implementing probit models with interaction terms, the paper investigates occupational mobility as a change of occupation in two successive years during recovery, boom and recession periods. Findings – The analysis indicates that occupational mobility is higher during the recovery and boom periods and lower during the recession stage. The demographic characteristics (gender, marital status, knowledge of local language) influence the probability for occupational change during the recovery stage of the business cycle. The position of employees in the occupational hierarchy is significant during the recovery and boom periods. Employees working in the public sector have a lower probability for occupational change compared with private sector employees during the recession. Training has a positive effect on occupational mobility during recession. Tenure reduces the probability of occupational mobility over the whole business cycle. Originality/value – The paper contributes to the literature by providing new results about the role of different factors of occupational mobility over the business cycle. This is among the few studies addressing the variation in the occupational mobility of employees from the public and private sectors. Interactions between the position of the employees in the occupational hierarchy and the ownership form of their employers and the economic sectors add to the understanding about the mechanism of occupational mobility over the business cycle stages.

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Sirait, Emyana Ruth Eritha, and Faiq Wildana. "Management of Indonesia ICT Business Incubators: Administrators’ Compared to Tenants’ Perspecive." STI Policy and Management Journal 2, no. 2 (December 15, 2017): 149. http://dx.doi.org/10.14203/stipm.2017.71.

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<p>Business incubation is one of entrepreneurship development methods believed to have advantages compared with other SME development patterns. The model used in managing the business incubators is influenced by the business focus of the participants/tenants. In managing the ICT business incubators, there are some key factors slightly different from the management of others. However, the legal rules and standards for organizing various types of incubators are still equated. It is concerned that there will be some misunderstandings/misleading from the administrators or managers in providing their services, so that the process fails to reach its main objectives. This study has surveyed some managers of ICT incubators to get their perspectives about the dominant aspects among 8-S mandatory services by using Analytical Hierarchy Process, and also some tenants about their satisfaction to incubators services. The result is then reviewed based on ICT product and business characteristics.</p><p> </p>Keywords: ICT Business Incubators, Management, Analytical Hierarchy Process, Customer Development Model.

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Sun, Yun Cong, and Tao Li. "Fuzzy Comprehensive Evaluation of Mine Production Business Status Based on AHP." Advanced Materials Research 281 (July 2011): 169–73. http://dx.doi.org/10.4028/www.scientific.net/amr.281.169.

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Taking an iron mine in Shandong province as an example, building model by using analytic hierarchy process and fuzzy comprehensive evaluation method, evaluated the production and business operation condition of the three points ore mine. The analysis procedure was: first to select 10 factors which were more important among many internal factors influencing production and business operation status, and then to reuse analytic hierarchy process in two layers to determine various factors’ weight, finally to vote for the best point’s ore of operating conditions by fuzzy comprehensive evaluation. Judging from the final results, two kinds of combining methods could draw a satisfactory effect. The innovation of the paper not only lay in that a set of quantitative data were transformed into qualitative data, but more important was that the quantitative evaluation and qualitative evaluation were merged completely.

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Carter, William R. "Ambidexterity deconstructed: a hierarchy of capabilities perspective." Management Research Review 38, no. 8 (August 17, 2015): 794–812. http://dx.doi.org/10.1108/mrr-05-2014-0116.

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Purpose – The aim of this paper is to deconstruct the organizational capability of ambidexterity into a typology of hierarchical dimensions that includes each type’s enabling mechanisms and capabilities. Design/methodology/approach – This work reviews and integrates extant literature on ambidexterity and the hierarchy of capabilities to distinguish dimensions of ambidexterity and link each type to capabilities identified in prior research. Findings – A hierarchy involving zero-, first- and second-order ambidexterity is developed. Mechanisms and capabilities for creating and sustaining each type of ambidexterity are described. Research limitations/implications – As only an initial and conceptual foray toward the purpose stated above, this research does not attempt to argue a comprehensive theoretical framework. Nor does it intend to extend or propose new theory regarding the origins of ambidexterity capabilities or the specific causal relationships between them. Practical implications – Although prior literature emphasizes approaches for achieving and maintaining ambidexterity, these generally refer to what is described here as zero-order ambidexterity. The hierarchical and holistic system view offered in this research suggests greater importance for second-order ambidexterity and capabilities of top managers for exercising cognitive, behavioral and process leadership complexity. Originality/value – Recent literature on ambidexterity begins to suggest varied types or levels of ambidexterity. No known work, however, has expressly deconstructed ambidexterity into component dimensions via the hierarchy of capabilities framework.

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46

Kaish, Stanley. "Inside the firm: The inefficiencies of hierarchy." Business Horizons 32, no. 1 (January 1989): 85–86. http://dx.doi.org/10.1016/0007-6813(89)90031-1.

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47

Ptashchenko, Liana, Tetiana Berezhetska, and Andrii Maksymenko. "Small Business Simplification under Digitalization and Globalization Challenges: Teal Organizations Development." ЕКОНОМІКА І РЕГІОН Науковий вісник, no. 4(75) (December 27, 2019): 107–12. http://dx.doi.org/10.26906/eir.2019.4(75).1858.

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In this article, the most possible simplicity of hierarchy and structure of organization are investigated on the principles of “teal” company. An innovative model of organization is build based on outsourcing, digitization, globalization and the idea of social utility.

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Huynh, Quang Linh. "The Comparative Significance of Contingencies to Quality Management." International Journal of Accounting and Financial Reporting 8, no. 1 (March 5, 2018): 70. http://dx.doi.org/10.5296/ijafr.v8i1.12656.

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The purpose of this research is to examine the relative effect of contingencies such as organizational characteristics and business environment on the implementation of quality management system in business. The predictor variables affect the adoption of quality management system at different levels. Nonetheless, these influential levels have not been assessed and compared amongst the predictor variables. This research uses the analytic hierarchy procedure to evaluate and rank the comparative importance that the predictor variables play in implementing quality management system in business. Then for the robustness of the findings from the analytic hierarchy procedure, this research also employs mean-test procedures to re-assesses the relative importance levels. The findings are robust across the two methods. Organizational characteristics are more important than business environment in explaining the implementation of quality management system. Of the twelve elements of organizational characteristics and environmental uncertainty, decentralization is the most imperative; whereas technology is the least essential. This research has some implications on how business executives should adopt quality management system facing different types of organizational characteristics and business environment.

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박철수 and 김만술. "Credit Evaluation Model for Medical Venture Business By the Analytic Hierarchy Process." Asia-Pacific Journal of Business Venturing and Entrepreneurship 6, no. 2 (June 2011): 133–47. http://dx.doi.org/10.16972/apjbve.6.2.201106.133.

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50

Widyastuti, Pristiana. "Enhancing Competitiveness Business Strategy of Organic Vegetables Using Analytical Hierarchy Process (AHP)." DeReMa (Development Research of Management): Jurnal Manajemen 12, no. 2 (September 29, 2017): 256. http://dx.doi.org/10.19166/derema.v12i2.493.

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<p>Public awareness about healthy lifestyles leads people to want to understand more about the food they consume. Choosing organic vegetables is one alternative choices when seeking to have a healthy body and healthy lifestyle. Unfortunately, not a lot of organic vegetable farmers in Indonesia succeed in seizing the organic vegetable market rather than the non-organic and the competition with imported organic vegetables into Indonesia prevents farmers from thriving. This study aims to: 1) Analyze the factors affecting the competitiveness of the organic vegetables market; 2) Analyze the appropriate strategy for increasing the competitiveness of the organic vegetables market; 3) Analyze the factors priority strategies for improving the competitiveness of the organic vegetables market. Porter's Generic Model and Analysis Analytical Hierarchy Process (AHP) is used to determine the best strategy. The research found that organic vegetables marketing channels are still dominated by conventional market; the higher cost for intensive cultivation of organic vegetables. The main strategies are derived from the analysis is focusing on market delivery. There needs to be retailers of organic vegetables either modern or traditional to display these products. The establishment of organic vegetable outlets and online marketing that are not dependent on large retail (hypermarket) become recommendations in this study.</p><p><em><strong>Bahasa Indonesia Abstrak:</strong> Kesadaran masyarakat tentang gaya hidup sehat memberi pilihan kepada masyarakat untuk memahami makanan yang mereka konsumsi. Pilihan sayuran organik merupakan salah satu alternatif untuk memiliki tubuh sehat dan gaya hidup sehat bagi masyarakat. Sayangnya, tidak banyak petani sayuran organik di Indonesia yang berhasil merebut pasar sayuran organik daripada non organic. Persaingan produk impor sayuran organik ke Indonesia membuat petani tidak bisa berkembang. Penelitian ini bertujuan untuk: 1) Menganalisis faktor-faktor yang mempengaruhi daya saing pasar sayuran organik; 2) Menganalisis strategi yang tepat untuk meningkatkan daya saing pasar sayuran organik; 3) Menganalisis faktor strategi prioritas untuk meningkatkan daya saing pasar sayuran organik. Model Generik Porter dan Analisis Analytical Hierarchy Process (AHP) digunakan untuk menentukan strategi terbaik. Penelitian ini menemukan bahwa saluran pemasaran sayuran organik masih didominasi oleh pasar konvensional; Biaya yang lebih tinggi untuk budidaya sayuran organik secara intensif. Strategi utama yang didapat dari analisis adalah strategi fokus pada pengiriman pasar. Perlu ada pengecer sayuran organik baik modern maupun tradisional untuk memasarkan produk ini. Pembukaan gerai sayuran organik dan pemasaran online yang tidak tergantung pada ritel besar (hypermarket) menjadi rekomendasi pada penelitian ini.</em></p>

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