Готові списки джерел за темами / Business strategy

Добірка наукової літератури з теми "Business strategy"

Автор: Grafiati
Опубліковано: 4 червня 2021
Оновлено: 10 березня 2023

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Зміст

  1. Статті в журналах
  2. Дисертації
  3. Книги
  4. Частини книг
  5. Тези доповідей конференцій
  6. Звіти організацій

Статті в журналах з теми "Business strategy":

1

Lloyd, Bruce. "Business strategy." Long Range Planning 24, no. 2 (April 1991): 121. http://dx.doi.org/10.1016/0024-6301(91)90112-2.

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2

Willett, Robert E. "Business Strategy." Natural Gas 5, no. 6 (September 11, 2007): 12–14. http://dx.doi.org/10.1002/gas.3410050604.

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3

Tichá, I., and J. Hron. "Knowledge in the business strategy context." Agricultural Economics (Zemědělská ekonomika) 52, No. 1 (February 16, 2012): 7–11. http://dx.doi.org/10.17221/4991-agricecon.

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The paper builds on the resource-based approach to the firm and develops it further towards the knowledge-based approach by exploring the importance of knowledge in a modern firm. Various concepts explaining characteristics of knowledge are compared and contrasted in order to contribute to the current strategic management thinking and to stimulate adoption of the concepts of knowledge management in modern businesses. The paper draws from the literature review made within the project Information and Knowledge Support for Strategic Management financed by the Czech Ministry of Education, Youth and Sports.
4

Krishna, K. Bala, Dr Satya Subrahmanyam, and Dr G. Srinivasa Rao. "Factoring Business –A Financial Revival Strategy." International Journal of Trend in Scientific Research and Development Volume-2, Issue-4 (June 30, 2018): 1064–66. http://dx.doi.org/10.31142/ijtsrd14195.

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5

BEYER, KAROLINA. "BUSINESS MODEL AND BUSINESS STRATEGY." sj-economics scientific journal 32, no. 1 (March 30, 2019): 16–26. http://dx.doi.org/10.58246/sjeconomics.v32i1.22.

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The aim of the article is to present the essence of business model concept as well as discussion about its position in relation to the company's strategy. To this end, a review of the subject literature was conducted, based on which different approaches to the category of the business model were highlighted. The article presents selected definitions of the discussed concept, indicating the lack of unanimity in the definition. In the following part of the article, the analysis of the position and role of the business model to the company's strategy was undertaken. Various approaches have been pointed out, but they assume the view that the business model and enterprise strategy are different concepts but are significantly related to each other. These concepts complement each other and are nowadays complementary tools for planning and strategic management in enterprises.
6

Kung, Kao-Hui, Wei-Hsi Hung, Chuan-Chun Wu, and Chun-Chia Liao. "Linking Web Design Strategy with Business Strategy." International Journal of Web Portals 6, no. 3 (July 2014): 1–14. http://dx.doi.org/10.4018/ijwp.2014070101.

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Given the modern trend toward the Internet, firms can now use web sites to achieve marketing and advertising effectiveness for their businesses. This usage creates a new model of marketing strategy. Experts in the field have indicated that links between marketing and competitive strategies are critical to organisational performance and business success. However, empirical studies conducted in various countries have shown that the web designs are misaligned with organizational strategic objectives. In this study, the authors view web sites as marketing applications, and investigate how corporate sites effectively support three types of business strategy: the prospector, analyser, and defender strategies. The authors conducted a series of in-depth interviews with web site designers and established design techniques through grounded theory approach to indicate how particular web sites support a specific type of business strategy. They also established the relationship between web design strategies and business strategies, which should help practitioners improve the strategic positioning of their web sites.
7

Hawking, Paul, and Carmine Sellitto. "Business Intelligence Strategy." International Journal of Enterprise Information Systems 11, no. 1 (January 2015): 1–12. http://dx.doi.org/10.4018/ijeis.2015010101.

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Although Business Intelligence is seen as priority by many companies, the level of benefits achieved varies significantly between firms. Researchers have indicated that not having an effective Business Intelligence strategy is a significant issue in regards to trying to realize organizational benefits. This paper adopting a case study method investigates an Australian energy company's Business Intelligence adoption and the development of a Business Intelligence strategy that directly informed the firm's information needs. The important elements of this strategy included using a set of guiding principles to ensure that there was a close alignment of Business Intelligence outcomes with the company's needs. The paper provides insights for researchers and practitioners on the important factors need to be considered to achieve effective Business Intelligence.
8

Cagliano, Raffaella, Federico Caniato, and Gianluca Spina. "E‐business strategy." International Journal of Operations & Production Management 23, no. 10 (October 2003): 1142–62. http://dx.doi.org/10.1108/01443570310496607.

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9

Hopewell, Barry. "International business strategy." Long Range Planning 29, no. 3 (June 1996): 423–24. http://dx.doi.org/10.1016/0024-6301(96)85311-8.

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10

Hawking, Paul, and Carmine Sellitto. "Business Intelligence Strategy." International Journal of Business Intelligence Research 8, no. 2 (July 2017): 17–30. http://dx.doi.org/10.4018/ijbir.2017070102.

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Business Intelligence has been adopted across numerous industry sectors where the commensurate benefits have been reported as being significant to those that fall short of expectations. Indeed, an effective strategy that aligns company objectives and Business Intelligence has been shown to be an important factor in firm realizing organizational benefits. Using a case study approach, the paper documents the key aspects of two companies' Business Intelligence strategy that directly enhanced informational requirements. The paper presents a novel description of Business Intelligence strategies that will provide valuable lessons for not only researchers, but also industry practitioners.
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Статті в журналах Дисертації Книги

Дисертації з теми "Business strategy":

1

Kalábová, Martina. "Návrh business strategií pro oblasti stravování sdružení Party Styl." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222850.

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This diploma thesis deals with strategic planning and is elaborate for company which carry business in sector gastronomy. The aim of the work is by the help of theoretical solutions and strategic analysis to propose a change that would help the company further develop its business, which is plan for year 2011.
2

Hussin, Husnayati. "Alignment of business strategy and IT strategy in small businesses." Thesis, Loughborough University, 1998. https://dspace.lboro.ac.uk/2134/6979.

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Strategic use of IT among SMEs has gained much attention recently as both reseachers and practitioners view this as one of the avenues for smaller firms to compete successfully. However, very little empirical work has been done to understand the issue. This study helps to fill this gap in the important research area by exploring the alignment of business strategy and IT strategy among UK man facturing firms with less than 150 employees. A mail survey of Chief Executive Officers generated 256 responses to an eight page questionnaire. Factor analysis of the nine business strategy and the nine IT strategy variables yielded three business strategy factors and three IT strategy factors which could be sensibly identified with strategy areas and which clearly showed a fit between the two sets. Based on these two set offactors, the measurement of IS alignment was explored using two methods: (1) the 'moderation' or interaction approach, and (2) the 'matching' or difference approach. The finding of this study provides support for past observation that the `moderation' approach of measuring fit' is more meaningful when the performance criterion is included in the research model. By using a multistep cluster analysis, two distinct groups of SMEs are identified based on the alignment between quality-oriented, product-oriented, and market-oriented business strategy and IT strategy which support these strategies. The group of SiviEs which has a high degree of alignment for the three strategy areas are found to achieve better organisational performance than the group of SÄLIEs with a low degree of IS alignment. Interestingly, the findings of this study also indicate that the degree of alignment between business strategy and IT strategy is related to the level of IT sophistication and the level of CEO's commitment to IT. In summary, this study has extended our understanding of IS alignment and has provided useful insights for CEOs of small and medium-sized companies in planning their IT utilisation.
3

Marais, Lynette. "The strategic considerations of a business strategy for SASOL Polymers PP Business." Thesis, Stellenbosch : University of Stellenbosch, 2006. http://hdl.handle.net/10019.1/4911.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2006.
ENGLISH ABSTRACT: Business strategy provides direction to Sasol Polymers PP and deserves the attention of all levels in the organization. Strategic management can be defined as an explicit guide that allows the organization to specify objectives, formulate plans to achieve these objectives and then allocate resources to execute the plans to achieve the desired outcomes. The business strategy process involves identifying Sasol Polymers PP's business environment, its resources, circumstances within which it operates and its competitive advantages. There is a basic three step process in formulating a business strategy. 1. Determine where Sasol Polymers PP currently stands. 2. Determine where Sasol Polymers PP wants to go. 3. Determine how Sasol Polymers PP will get there. The research report validates not only the importance of business strategy and the essential components of the strategic management process, but also the importance of strategy execution within Sasol Polymers PP. The implication is that managers within Sasol Polymers PP need to achieve synergy between the strategy of the organisation and the people that must execute the strategy.
AFRIKAANSE OPSOMMING: Bedryfstrategie voorsien rigting aan die organisasie en verdien die aandag van alle vlakke in die organisasie. Strategiese bestuur kan beskryf word as 'n eksplisiete gids wat die organisasie toelaat om doeleindes te spesifiseer, planne te formuleer om hierdie doeleindes te bereik en dan bronne aanwys om planne te implementeer om die verlangde uitkomstes te bereik. Die proses behels identifisering van Sasol Polymers PP se besigsheidsomgewing, sy bronne, omstandighede waarin die maatskappy opereer en sy mededingende voordele. Daar is 'n basiese drie stap proses in die formulering van 'n bedryfstrategie. 1. Bepaal waar Sasol Polymers PP nou staan. 2. Bepaal waar Sasol Polymers PP wil wees. 3. Bepaal hoe Sasol Polymers PP daar wil uitkom. Die navorsingsverslag valideer nie net die belangrikheid van bedryfstrategie en die noodsaaklike komponente van die bedryfstrategieproses nie, maar ook die belangrikheid van strategie uitvoering binne Sasol Polymers PP. Die implikasie daarvan is dat bestuurders binne Sasol Polymers PP sinergie tussen die strategie van die maatskappy en die mense wat die strategie moet uitvoer moet bereik.
4

Sakor, Madj. "An examination of strategic alignment between manufacturing strategy and business strategy in Syria." Thesis, University of Exeter, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.489245.

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Although much of the manufacturing strategy and business strategy literature emphasizes the importance of alignment, little empirical research has addressed strategic alignment between manufacturing strategy and business strategy. Managers' awareness of concepts discussed in the literature raises the profile of manufacturing within the organization, and highlights its role and importance in achieving corporate objectives. Scholars exploring manufacturing strategy stress the importance for strategy of horizontal integration of manufacturing with other functional strategies, and vertical integration to achieve business and corporate-level strategies.
5

Moreno, Laura. "Business strategy, marketing strategy and manufacturing strategy: an overall alignment." Thesis, Linköping University, Department of Management and Engineering, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-11213.

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Today’s businesses face a competitive war; conceptually, similar to the ones in ancient times. The arena in which this war is battled is the market and it is characterized by being highly dynamic and uncertain. The enemies to be beaten are the competitors who use their core competences (weapons) to conquer the customers’ orders. But no battle is won by chance, neither in business. So, there is a need for a strategy that provides the chance to defeat the enemy by gaining a sustainable competitive advantage over him. The question is: how to do it?

The functional investments, mainly in marketing and manufacturing, need to be aligned with the mainstream strategy (business strategy) so they pull all together in the same direction. The existing literature links these strategies in pairs but not at the same time.

In this study, an analysis of such alignment approaches will be the base to create a model for the simultaneous fit of business strategy, marketing strategy and manufacturing strategy, and to provide some suggestions on how to achieve this match in practice.

Product design strategy will play a key role in order to attain the overall alignment.

6

Lee, Dong Myung. "Aligning Purchasing Strategy with Business Strategy for Mnaufacturers." Thesis, University of Liverpool, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.507792.

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The importance of aligning purchasing strategy with business strategy is argued through a literature review. Different business strategies will lead to different competitive priorities, some purchases will have a greater impact on the competitive priorities of the business and suppliers cannot be expected to achieve optimal performance in everything they do, especially at day one. To analyse these differences in priorities in the context of strategic purchasing, current portfolio models have been introduced. However, weaknesses are seen in the exiting models. This thesis develops a purchasing portfolio model to support competitive advantage through purchasing strategy. The research considers five case studies in South Korea; four elevator manufacturers and one electric water boiler manufacturer. The thesis presents the application of the Analytic Hierarchy Process (AHP) to prioritise the components of an electric traction elevator in the context of their importance to the business strategy of the manufacturer. This is the first step in the formulation of the manufacturers' purchasing strategies. The relative importance of the competitive elements in the form of quality, cost, availability and time are first established for the manufacturers' business strategies, along with the relative importance of the subcriteria used to measure these elements. The components of the elevator are then assessed to see which have the greatest impact on these sub-criterion measures to establish component priorities and groupings to guide those forming the purchasing strategy. Secondly, a purchasing portfolio model is developed for purchasing strategy. Two dimensions are used, one related to the importance of a purchase, 'component value' and one related to the nature of the supply, 'supply risk'. It is argued that 'component value' is a relative measure based on qualitative measurement whereas 'supply risk' is an absolute measure. For 'component value' the AHP is suited. However, the AHP is not appropriate for assessing the supply risk associated with an individual component, which should be measured independently or directly, so the 'supply risk model' is introduced. Two case studies in the elevator manufacturing industry are used to demonstrate the application of the portfolio model. This reveals how two companies that appear on the surface to be facing the same situation actually face different situations that require different purchasing strategies. Finally, the 'lean & agile component model' is developed using two dimensions, 'leanness' and 'agility'. The model is applied to one of the elevator manufacturers and the electric boiler manufacturer to demonstrate how functional and innovative products require different component purchasing strategies. This reveals some notable differences in the component characteristics in the 'lean & agile component models' of the two different manufacturers, and therefore differences in the purchasing strategies derived for the companies. The case studies support the argument that when purchasing strategies are developed, a manufacturer must consider its components' characteristics to support its business strategy, and therefore its manufacturing strategy, for competitive advantage.
7

Sanders, Johan, and Meurs Joost van. "Business strategy and IT strategy alignment in SMEs." Thesis, Umeå universitet, Institutionen för informatik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-154609.

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This study explores the following research question: How do CEO’s of SME’s seek to achieve and sustain alignment between business strategy and IT strategy in their companies? By conducting in-depth interviews of seven CEOs of SMEs in the Netherlands the experience of these CEOs are explored and most, if not all, of them describe how they do make use of sophisticated strategic planning that combines both business and IT strategy in a manner that appears to be analogous to that previous researchers have documented in large organisations. A number of recommendations are made as to how the methodology used could be improved to gain better understanding of the interplay of the factors involved in achieving and sustaining alignment in SMEs (and, perhaps, even large organisations)
8

Ondroušek, Martin. "IS/IT podpora implementace business strategie." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2018. http://www.nusl.cz/ntk/nusl-378327.

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The subject of this diploma thesis is proposing the use of IS/IT in the implementation of a business strategy in a geological company operating in a very specific market. The thesis examines key internal andexternal factors related to the implementation of business strategy of the company, evaluates them and proposes concrete implementation of IT/IS tools to support achievement of strategic goals.
9

Vosloo, Abri. "Digital business strategy : critical business model components for digital business success." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52349.

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The current business landscape is vastly different from that of a decade ago, due to the continuous technological advancements influencing all aspects of business strategy. This digital evolution impacting organisations has increased the necessity for organisational leaders to incorporate new digital capabilities into their digital business strategies and the design of their digital business models. There is thus a need for organisations to design digital business models that enable them to not only remain competitive, but to also capitalise on the opportunities available to them in the new digital world. The findings of this research indicate that six business model components that were postulated to form part of a digital business model design are statistically significant in influencing the success of a digital business strategy. In addition, the results indicate the cumulative effect these business model components have in determining the success of the digital business strategy. Furthermore, the results enable the ranking of the various business model components regarding their importance in cumulatively influencing the success of the digital business strategy. Comparative and multivariate data analysis was conducted on 97 employees who operated on a strategic level within organisations, where a digital business strategy was present and/or where the organisation offered digital products and/or services to the market. As such, only middle to senior level employees who were involved with digital strategy development and execution formed part of the research.
Mini Dissertation (MBA)--University of Pretoria, 2015.
vn2016
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
10

Wolfaardt, Susan. "Mapping : a visual business strategy." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/53750.

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Thesis (MPhil)--Stellenbosch University, 2004.
ENGLISH ABSTRACT: Key factors that drive the global information society include knowledge, networking, the Internet and virtualisation. Therefore it is important that the knowledge and information situated within a business or company must be effectively managed to gain a competitive edge. Knowledge and information mapping is a visual management tool that can assist companies and organisations in this quest. The primary objective of this study was to explore mapping as a visualisation tool that enables an organisation to manage and benefit from information and to visualise explicit knowledge that exists within the organisation. An additional objective was to study mapping as part of a visual business strategy. The first part of the study consisted of a literature review that focused on the many facets and interpretations of mapping. Related concepts were identified and defined. In order to understand the characteristics of mapping better, an analysis of the concepts information and knowledge mapping was done. Emphasis was placed on various techniques and their applications, as well as an interpretation of the relationship between the different concepts. To reveal these relationships, the applications of different mapping methods and the associations between them were evaluated. The study also focused on the use of information and knowledge mapping as part of a business strategy in organisations. To demonstrate the value of mapping as a business strategy, it was emphasized that mapping is truly a business opportunity enabler that can be used e.g. for concept mapping of business processes, core competencies, as an aid for gap analysis along with timelines, and as a tool for competitiveness. Finally, recommendations based on the results of the study are proposed in order to enhance the understanding of mapping as a concept, as well as the use thereof in the business environment.
AFRIKAANSE OPSOMMING: Kernaspekte soos kennis, netwerke, die Internet en virtualisering beïnvloed die globale inligtingsgemeenskap. Om kompeterend te kan wees, moet bestuur plaasvind van die kennis en inligting wat in die organisasie of besigheid geleë is. Kennis- en inligtingskartering is 'n visuele bestuursmeganisme wat organisasies en besighede ondersteun met die bestuur van hierdie bronne. Die hoofdoel van die studie was om kartering as a visuele metode te evalueer wat organisasies in staat kan stel om inligting tot hulle voordeel te bestuur. Kartering kan benut word om spesifieke kennis wat binne die oganisasie bestaan, te visualiseer. 'n Bykomende doel was om kartering as deel van 'n visuele besigheidstrategie te bestudeer. Die eerste gedeelte van die studie bestaan uit 'n literatuuroorsig wat gefokus is op die verskeie fasette en interpretasies van kartering. Verwante konsepte is geïdentifiseer en gedefinieer. Om die eienskappe van kartering beter te begryp, is 'n analise van die begrippe inligting- en kenniskartering gedoen. Klem is geplaas op die verskeie tegnieke en hulle toepassings, sowel as op die interpretasie van die verwantskap tusen die verskillende konsepte. Om die verwantskappe tussen die konsepte beter te begryp, is die toepassings van die verskillende karteringsmetodes sowel as die verwantskappe tussen die metodes geëvalueer. Vervolgens is die gebruik van kartering as 'n besigheidstrategie in organisasies ondersoek. Deur klem te plaas op kartering, word die strategie qeïllusteer dat kartering as 'n besigheidsgeleentheidskepper gebruik kan word om bv. besigheidsprosesse en kernbevoegdhede te visualiseer, om tesame met die visualisering van effektiewe tydlyne as 'n hulpmiddel te dien om gapings te analiseer, en om bystand te verleen om kompeterend te kan wees. Ten laaste is aanbevelings en voorstelle wat gebaseer is op die studie gemaak, nie net om die begrip van die konsep kartering uit te lig nie, maar ook om die gebruik daarvan in die besigheidsomgewing te beklemtoon.
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Книги з теми "Business strategy":

1

Campbell, David, David Edgar, and George Stonehouse. Business Strategy. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34439-6.

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2

Stroh, Patrick J., ed. Business Strategy. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118896006.

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3

Karlöf, Bengt. Business Strategy. London: Palgrave Macmillan UK, 1989. http://dx.doi.org/10.1007/978-1-349-11265-4.

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4

Graham, Tony. Business Strategy. Burlington: Elsevier, 2005.

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5

Accountants, Chartered Institute of Management. Business strategy. Oxford: CIMA, 2005.

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6

Smith, John Grieve. Business strategy. 2nd ed. Oxford: Basil Blackwell, 1990.

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7

Smith, John Grieve. Business strategy. 2nd ed. Oxford: B. Blackwell, 1990.

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8

McKenna, William G. The strategic alignment of information technology strategy and business strategy. Dublin: University College Dublin, 1996.

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9

John, Ellis. International business strategy. London [England]: Pitman Publishing, 1995.

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10

Raghunath, S., and Elizabeth L. Rose, eds. International Business Strategy. London: Palgrave Macmillan UK, 2017. http://dx.doi.org/10.1057/978-1-137-54468-1.

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Частини книг з теми "Business strategy":

1

Campbell, David, David Edgar, and George Stonehouse. "Strategy and strategic management." In Business Strategy, 2–14. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34439-6_1.

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2

Turker, Duygu. "Business Strategy." In Encyclopedia of Corporate Social Responsibility, 280–89. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_298.

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3

Guirdham, Maureen. "Business Strategy." In culture and business in Asia, 194–212. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-03658-2_6.

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4

White, Colin. "Business Strategy." In The MBA Companion, 307–22. London: Macmillan Education UK, 2008. http://dx.doi.org/10.1007/978-1-137-29456-2_20.

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5

Dagnino, Giovanni Battista. "Business Strategy." In The Palgrave Encyclopedia of Strategic Management, 179–83. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_461.

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Whiteley, David. "Business Strategy." In Introduction to Information Systems, 60–75. London: Macmillan Education UK, 2004. http://dx.doi.org/10.1007/978-1-137-10325-3_5.

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Dagnino, Giovanni Battista. "Business Strategy." In The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_461-1.

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Finney, Angus. "Business strategy." In The International Film Business, 260–67. 3rd ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003205753-26.

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Finney, Angus. "Business strategy." In The International Film Business, 260–67. 3rd ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003205753-26.

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Howe, W. Stewart. "Business Objectives." In Corporate Strategy, 16–28. London: Macmillan Education UK, 1986. http://dx.doi.org/10.1007/978-1-349-18213-8_2.

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Тези доповідей конференцій з теми "Business strategy":

1

Manik, Tumpal, Hilda Rossieta, and Lindawati Gani. "Business Complexity, Business Strategy: Sustainable Business Performance Analysis." In Proceedings of the 1st Maritime, Economics, and Business International Conference, MEBIC 2021, 24-25 September 2021, Tanjungpinang City, Riau Islands Province, Indonesia. EAI, 2021. http://dx.doi.org/10.4108/eai.24-9-2021.2314675.

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2

Hong, Jongyi. "Strategic Alignment model of CoP for achieving the strategy of organization." In Business 2014. Science & Engineering Research Support soCiety, 2014. http://dx.doi.org/10.14257/astl.2014.70.11.

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3

Luštický, Martin, Martin Musil, and Dagmar Plucarová. "Strategy for family business succession in the South Bohemia Region." In XXIV. mezinárodního kolokvia o regionálních vědách. Brno: Masaryk University Press, 2021. http://dx.doi.org/10.5817/cz.muni.p210-9896-2021-22.

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Анотація:
This paper is focused on a specific area of strategic support of the family business units within a context of regional development strategy. It reacts on one of the main issues the family businesses are facing with – handling the process of family business handover (the business succession process). The aim of the paper is to draft the key strategic tasks for the South Bohemia Region authority for facilitating and sustaining the business succession process at the family business units. The research framework covers the main stages of strategic planning cycle. Thus, it provides an understandable and comprehensive guideline for regional authority how to enhance the business succession process by a set of strategic tasks. The tasks are classified into the following four priority areas: (I) Information Gathering & Monitoring, (II) Planning & Implementation, (III) Cooperation & Coordination, (IV) Support & Facilitation.
4

Alsolamy, Afnan Atiah, Usman A. Khan, and P. M. Khan. "IT-business alignment strategy for business growth." In 2014 International Conference on Computing for Sustainable Global Development (INDIACom). IEEE, 2014. http://dx.doi.org/10.1109/indiacom.2014.6828160.

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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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6

Yucel, Sakir. "Modeling Digital Business Strategy." In 2018 International Conference on Computational Science and Computational Intelligence (CSCI). IEEE, 2018. http://dx.doi.org/10.1109/csci46756.2018.00047.

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7

Singer, J. G. "Ecosystem-Centered business strategy." In 2009 3rd IEEE International Conference on Digital Ecosystems and Technologies (DEST). IEEE, 2009. http://dx.doi.org/10.1109/dest.2009.5276680.

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8

Pashaeva, A. S. "Strategy of Business Development and Business Competitiveness Increasing." In XXVII РЕГИОНАЛЬНАЯ НАУЧНАЯ КОНФЕРЕНЦИЯ АСПИРАНТОВ, СОИСКАТЕЛЕЙ И МОЛОДЫХ ИССЛЕДОВАТЕЛЕЙ. Знание-М, 2022. http://dx.doi.org/10.38006/00187-196-5.2022.253.258.

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9

Forsell, Marko. "Strategy Tetrad for Evaluating Strategic Choice." In The 7th International Scientific Conference "Business and Management 2012". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/bm.2012.108.

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10

Anwar and A. Ratna Sari Dewi. "Manufacturing Strategy in Gerabah Business." In Proceedings of the 3rd International Conference on Accounting, Management and Economics 2018 (ICAME 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icame-18.2019.57.

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Звіти організацій з теми "Business strategy":

1

Dinwoodie, David, Laura Quinn, and John McGuire. Bridging the strategy/performance gap: How leadership strategy drives business results. Center for Creative Leadership, April 2014. http://dx.doi.org/10.35613/ccl.2014.1050.

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2

Yang, Mu-Jeung, Lorenz Kueng, and Bryan Hong. Business Strategy and the Management of Firms. Cambridge, MA: National Bureau of Economic Research, January 2015. http://dx.doi.org/10.3386/w20846.

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3

Luke, A. E. Business Process Improvement as a Component of Defense Strategy. Fort Belvoir, VA: Defense Technical Information Center, May 1992. http://dx.doi.org/10.21236/ada251269.

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4

McMordie-Stoughton, Katherine L., and W. D. Hunt. FEMP Fiscal Year 1999 ESPC Business Strategy Development Summary Report. Office of Scientific and Technical Information (OSTI), March 2000. http://dx.doi.org/10.2172/965208.

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5

Kueng, Lorenz, Nicholas Li, and Mu-Jeung Yang. The Impact of Emerging Market Competition on Innovation and Business Strategy. Cambridge, MA: National Bureau of Economic Research, November 2016. http://dx.doi.org/10.3386/w22840.

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6

Van Hees, Marco, and Inge Oskam. Unravelling Repurposing -A taxonomy for a promising circular business model strategy. University of Limerick, 2021. http://dx.doi.org/10.31880/10344/10180.

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7

Chi, Ting. Market orientation, firm strategy, and business performance: an empirical study of Chinese apparel industry. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-860.

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8

Kraynova, O. S., A. A. Pulaikina, and V. S. Hilmanov. Increase efficiency of logistics business-processes of enterprises under the strategy of import substitution. Ljournal, 2016. http://dx.doi.org/10.18411/kray-2016-artc-00065.

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KL McMordie-Stoughton and WDM Hunt. FEMP fiscal year 1999 ESPC business strategy development summary report[Energy Saving Performance Contract]. Office of Scientific and Technical Information (OSTI), May 2000. http://dx.doi.org/10.2172/754518.

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Hansen, Erik G., Florian Lüdeke-Freund, and Klaus Fichter. Circular Business Models: A Typology Based on Actor Type, Circular Strategy and Service Degree. University of Limerick, 2021. http://dx.doi.org/10.31880/10344/10213.

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