Статті в журналах: "Business"

1

Burduja, Sebastian I., and Rodica Milena Zaharia. "Romanian Business Leaders’ Perceptions of Business-to-Business Corruption: Leading More Responsible Businesses?" Sustainability 11, no. 20 (October 9, 2019): 5548. http://dx.doi.org/10.3390/su11205548.

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Business-to-business (B2B) corruption, also known as private corruption, refers to unethical or illicit activities between private parties, without the direct participation of the state. Existing literature on the topic, while still limited, has taken several avenues, from qualitative studies to perception-based surveys and research experiments. Upon reviewing key studies and their findings, this article concentrates on research questions related to: business people’s perceptions on the determinants that favor B2B corruption in Romania, consequences of the phenomenon, and potential solutions. Findings are based on primary data collected through a 2019 questionnaire administered to 120 business leaders in Romania. Results confirm earlier studies’ findings that general context, malfunction of the institutions, and mentality favor B2B corruption, and that there is a lack of consensus among the business community on how to recognize and deal with various forms of B2B corruption, despite the widely spread belief that B2B corruption negatively affects business activities. Also, both internal and external solutions are considered to work against B2B corruption. The current article also opens new avenues in the literature, showing that: the probability to face B2B corruption increases with business leaders’ professional experience; preferences on how to deal with corruption cases vary based on a firm’s capital structure (domestic vs. foreign), reflecting the importance of organizational culture; and business leaders overwhelmingly want to fight against B2B corruption through both internal and external measures. Substantial progress, however, will require a proper common understanding by the private sector of what constitutes B2B corruption, including its causes, consequences, and remedies.

2

Su, Liangjun. "Business output and business experience — Evidence from China's nongovernmental businesses." Applied Economics Letters 14, no. 3 (February 2007): 227–31. http://dx.doi.org/10.1080/13504850500426210.

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3

Maharani, Anita, Laurencia Bernadette Yokung, Ervan Ignasius, and Nixon Suwargo. "INTERRELATIONSHIPS BETWEEN NON-FAMILY BUSINESS MEMBERS, NEPOTISM AND PRIDE IN FAMILY BUSINESS SUCCESSION." Emerging Markets : Business and Management Studies Journal 8, no. 1 (June 17, 2021): 41–55. http://dx.doi.org/10.33555/embm.v8i1.168.

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The purpose of this study is to raise issues related to the succession of family-owned businesses, influenced by the involvement of members outside the family business and have something to do with nepotism and self-esteem. Conceptually, there is a relationship between members outside the family business, nepotism, and self-esteem in the family business. When there is professional involvement, the effect is positive on the family business's succession. When there is a practice of nepotism, this will harm the family business. And finally, regarding self-esteem, which will have a positive influence on the family business. This research's approach is quantitative, by looking at how much impact the independent variable has on the dependent where the sample of this study is 128 respondents. The results of this study indicate that professional existence does not affect the success of the family business. Simultaneously, nepotism will harm the family business, and then self-esteem will affect the family business's succession.

4

Kulik, Brian W., and Michelle Alarcon. "Manipulative Businesses: Secular Business Cults." Business and Society Review 121, no. 2 (June 2016): 247–70. http://dx.doi.org/10.1111/basr.12087.

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5

Newman, N. "Business - Sustainability. Businesses Go Green!" Engineering & Technology 15, no. 1 (February 1, 2020): 74–77. http://dx.doi.org/10.1049/et.2020.0111.

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6

Cole, Graham. "Big business for small businesses." Development and Learning in Organizations: An International Journal 28, no. 4 (June 2, 2014): 24–26. http://dx.doi.org/10.1108/dlo-04-2014-0029.

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Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Learning is fundamental to success in any walk of life. Business is no different. Any organization lacking the motivation or capacity to acquire new knowledge will invariably get left behind. The merits of formal learning mechanisms have long been recognized. However, more informal approaches to learning are increasingly playing a major part in the workplace. The flexibility it offers is perhaps a major reason why it now allegedly accounts for up to 90 per cent of learning that takes place. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format.

7

Danes, Sharon M., and Patricia D. Olson. "Women's Role Involvement in Family Businesses, Business Tensions, and Business Success." Family Business Review 16, no. 1 (March 2003): 53–68. http://dx.doi.org/10.1111/j.1741-6248.2003.00053.x.

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This paper is based on a study of 391 family-business-owning couples where the husband is the business owner. The purpose of the study was to examine the work involvement of the wife in the business, the business tensions, and the impact of those tensions on family business success. Fifty-seven percent of wives worked in the business, 47% of whom were paid. Forty-two percent of wives were considered major decision makers. Having more than one decision maker in the business impacted certain types of inclusion tension. Business and family success outcomes varied by level of tensions. There was initial evidence of a threshold where business tensions begin to affect business success negatively.

8

Hoopes, James. "The Business Family as the Business Model of Our Time." International Journal of Family Business Practices 1, no. 1 (June 30, 2018): 60. http://dx.doi.org/10.33021/ijfbp.v1i1.646.

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<p>The information technology has reduced the cost of business transactions large managerial corporations are giving way to small family business firms. It is good change because family businesses could not only aim to sustain the family economically but also could aim nurturing children. The role of ethics in family business is has not been studied systematically. This paper has argued that family firms are more socially responsible that non-family firms because family firms are breeding ground for core family values. This paper also argues that business literature should lay emphasis on virtues and character based business in place of value and culture based business. To manage for organizational virtue and character is to treat ethics as an end in itself. To manage by values and characters is to treat ethics as means for some ulterior motive. If employees are told that they should be honest because it pays then profit may trump in case of a conflict. The combination of family virtues and business can make the family busines as moral model or moral leadership for all types of business in this era of high demands for accountability.</p>

9

Hoopes, James. "The Business Family as the Business Model of Our Time." International Journal of Family Business Practices 1, no. 1 (June 30, 2018): 60. http://dx.doi.org/10.33021/ijfbp.v1i1.667.

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<p>The information technology has reduced the cost of business transactions large managerial corporations are giving way to small family business firms. It is good change because family businesses could not only aim to sustain the family economically but also could aim nurturing children. The role of ethics in family business is has not been studied systematically. This paper has argued that family firms are more socially responsible that non-family firms because family firms are breeding ground for core family values. This paper also argues that business literature should lay emphasis on virtues and character based business in place of value and culture based business. To manage for organizational virtue and character is to treat ethics as an end in itself. To manage by values and characters is to treat ethics as means for some ulterior motive. If employees are told that they should be honest because it pays then profit may trump in case of a conflict. The combination of family virtues and business can make the family busines as moral model or moral leadership for all types of business in this era of high demands for accountability.</p>

10

Wibowo, Teguh Setiawan. "Differences in Perceptions Between Small Businesses and Large Businesses on Effectiveness of HR Management in Achieving Business Goal: Based on Field Evidence." Jurnal Ekonomi dan Bisnis Digital 3, no. 1 (January 31, 2024): 247–58. http://dx.doi.org/10.55927/ministal.v3i1.8000.

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Human resources (HR) are a very important or key factor in the form of individuals or groups of people or workers as movers, thinkers and planners to achieve the business goals of a business. In business development to carry out greater expansion, a business's human resources function as assets that can be trained and developed in accordance with business interests in the business. HR management is tasked with recruiting, evaluating worker performance, ensuring that each person carries out their duties and responsibilities in accordance with their job, and maintaining worker satisfaction with their work environment so as to create effective conditions that support workers in increasing business profits for a business. However, the perception of the approach taken by HR management varies according to the size of the business, whether small or large. In this article, the difference in perception between small businesses such as Risol "Margo" and large businesses such as PT. Unilever's HR management effectiveness is based on 4 (four) factors, namely resource availability, recruitment and retention processes, employee responsibilities, and organizational structure which will influence both businesses in achieving their business goals.

11

Beckinsale, Martin. "E-Business Among Ethnic Minority Businesses." International Journal of E-Adoption 1, no. 4 (October 2009): 75–94. http://dx.doi.org/10.4018/jea.2009100104.

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A small but growing body of evidence (SBS, 2004; Beckinsale & Ram, 2006) has indicated that Ethnic Minority Businesses (EMBs) have not adopted Information Communication Technology (ICT) at comparable rates to their non-EMB counterparts predominantly Small and Medium Sized Enterprises (SMEs). With EMBs accounting for almost 10% of businesses in the UK the economic impact as ICT adoption continues to further develop across mainstream markets could be highly significant. Existing UK ICT policies have also failed to engage with EMBs until the NW ICT Adoption Pilot in 2004. The current, limited body of research is fragmented, provides limited understanding and coherence on reasons of low ICT adoption and lacks exemplars upon which policy considerations may be made. Firstly, the chapter will examine and review the existing body of literature. Secondly, EMB cases that have developed ICT to a degree where they are engaging in eBusiness activity are analysed and discussed. The findings provide a number of options and guidance for EMB owners. Finally, the recommendations point to the need for improved ICT awareness, better business support provision nationally and the importance of generation and education as key drivers.

12

Johnson, Lester W. "Businesses—Open Access Journal on Business." Businesses 1, no. 1 (June 2, 2021): 34–35. http://dx.doi.org/10.3390/businesses1010003.

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13

Pfann, Gerard A., Jeff E. Biddle, Daniel S. Hamermesh, and Ciska M. Bosman. "Business success and businesses’ beauty capital." Economics Letters 67, no. 2 (May 2000): 201–7. http://dx.doi.org/10.1016/s0165-1765(99)00255-4.

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14

Rábová, I. "Business rules specification and business processes modeling." Agricultural Economics (Zemědělská ekonomika) 55, No. 1 (February 11, 2009): 20–24. http://dx.doi.org/10.17221/2503-agricecon.

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Up to date business is managed by large-scale different rules that regulate how the business acts and how it is structured. We find the rules in law, regulation, business policy document, procedures manual, system documentation, memoranda etc. These reference resources may provide the specific basis for a rule or offer a background, context or explanation of the business rule. In the recent years, it has been discovered that business rules constitute an entire body of knowledge that has not been adequately addressed in either the analysis or design phases of the information system development. Typically, business rules have been buried in the program code or in the database structures. The article deals with the business rules approach and rule technology and helps to identify the business and technical opportunities they afford to the company. It offers the business process model and its integration with business rules. This approach could provide business analysts with an essential approach to understanding, redesigning and communicating what really happens in the business processes (in agricultural area). It serves to understand the business impact of any change in small and medium-sized organizations. We use the UML notation and its business model extension.

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Wijayanti, Anita, Massila Kamalrudin, Safiah Sidek, and Kartika Hendra Titisari. "A business transformation model to enhance the sustainability of small-sized family businesses." Problems and Perspectives in Management 19, no. 1 (February 26, 2021): 185–97. http://dx.doi.org/10.21511/ppm.19(1).2021.16.

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Business transformation is essential to making the small-sized family business more sustainable. Technological and environmental changes have radically transformed the way of doing business. Business transformation into digital business is the key to success in these conditions. On the other hand, some of the previous studies of business transformation in several countries and industries show different empirical evidence. This study analyzes the transformation process in a small-sized family business. This is a case study of 15 small-sized family businesses with four different types of industry, with an interview and observation period of 12 months in 2019–2020. This study has formulated a business transformation model for a small-sized family business and presented the results of the transformation process carried out. The research results indicate that a business transformation model consists of several attributes and sub-attributes. Business transformation results indicate different processes and times between companies. In general, the transformation process can be grouped into the exploration, learning, and synchronizing stages. The industry with the fastest transformation process is the hospitality industry, while the manufacturing process for the industry takes a bit longer. The results of this study indicate that business transformation has improved the sustainability of a small-sized family business that is characterized by its ability to adapt to changing technology and environmental conditions.

16

Sarita, Buyung. "SRATEGI PENGEMBANGAN USAHA JASA PENGINAPAN DENGAN PENDEKATAN BUSINESS MODEL CANVAS PADA DESTINASI WISATA BAHARI DI KABUPATEN KONAWE SELATAN." Jurnal Ilmiah Penyuluhan dan Pengembangan Masyarakat 3 (November 28, 2023): 9. http://dx.doi.org/10.56189/jippm.v3i0.46302.

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One of the business models that is often used today is the Business Model Canvas. The Business Model Canvas (BMC) is to describe, visualize, assess and change old business models into simpler business models. The Business Model Canvas (BMC) is described with nine main blocks, namely Customer Segment, Value Proposition, Channel, Customer Relationship, Revenue Stream, Key Resources. Main), Key Activities (Key Activities), Key Partnership (Main Partnership), and Cost Structure (Cost Structure). Business actors in running their business are not just about making a profit but must also pay attention to the interests of consumers. The aim of the research is to determine the implementation of the business model canvas, the impact and obstacles of implementing the Bussinis Model Canvas on the design of the business model for developing accommodation services businesses in marine tourism destinations in South Konawe Regency. This type of research is a multisite study. In this research, researchers will visit the business location to observe, research and take part in ongoing activities, of course while maintaining a certain code of ethics (politeness and maintaining the good name of the Institute). To collect research data, the observation method, questionnaire method, and documentary method were used. Data analysis in this research uses the Miles and Huberman model data analysis technique, including data reduction, data display and conclusion drawing verification which are carried out simultaneously. The results of the research show that the implementation of Canvas Model Busines as a business strategy for Lodging Business Actors in South Konawe Regency Based on the results of research, studies, observations and field studies related to the Implementation of Canvas Model Busines as a business strategy for Lodging Business Actors in South Konawe Regency, especially Exell Lodging in Torobulu Village and Suban Amolengu Lodging without realizing it have been implemented in the respective blocks of the Business Model Canvas.

17

Jamoulle, Pascale. "Business is business." Déviance et Société 27, no. 3 (2003): 297. http://dx.doi.org/10.3917/ds.273.0297.

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ZEILER, THOMAS W. "Business Is Business." Diplomatic History 18, no. 3 (July 1994): 419. http://dx.doi.org/10.1111/j.1467-7709.1994.tb00222.x.

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19

Clermont, J. M. "Business is business." Critical Perspectives on Accounting 8, no. 6 (December 1997): 562. http://dx.doi.org/10.1006/cpac.1996.0202.

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De Klerk, S., and J. Kroon. "Business networking relationships for business success." South African Journal of Business Management 39, no. 2 (June 30, 2008): 25–35. http://dx.doi.org/10.4102/sajbm.v39i2.558.

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This study explored the context of business relationships in the networking practices of South African businesses. The objective of this study was to investigate the networking practices of Gauteng businesses and specific perceptions and experiences of business owners and managers on their business networking objectives. A multi-method design was used, which included qualitative research (focus groups) and quantitative research (structured questionnaire). Perceptions recorded amongst the participants indicated that business relationships are built for referrals and strategic networking connections. Different forms of business networking and different motivations behind the building of business networks were identified, such as profit, access to resources and improved efficiency. Different characteristics in terms of business relationships were identified and different age groups, group 1 (44 years and younger) and group 2 (older than 45 years of age) indicated that they felt differently about the number of connections in a network. This article can contribute to the business practice of networking and the awareness of business owners and managers in terms of the importance and influence of networking in their specific business.

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Susanto, Yohanes, Djatmiko Noviantoro, Sari Sakarina, Yusro Hakimah, and Irwan Pancasila. "Sustainability of Micro Business Actors during the COVID-19 Pandemic." Emerging Science Journal 6 (September 7, 2022): 285–96. http://dx.doi.org/10.28991/esj-2022-sper-020.

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This study aims to investigate the effect of leadership, business motivation, and compensation during the Covid-19 pandemic on business existence. This study was conducted in a traditional market in Lubuklinggau City, South Sumatra, Indonesia, with a population of 120 respondents from 1200 micro-enterprises. The validity and reliability tests of 36 samples were conducted using SPSS statistics and inferential analysis using the Amos 8.8 Structural Equation Model (SEM). It was found that leadership has a significant effect on business existence by 0.83, compensation has an effect on business existence by 0.17, and business motivation also affects business existence by 0.24. An important finding from this study is that these three variables together affect the existence of businesses during the Covid-19 pandemic. However, the leadership factor of microbusiness actors is more dominant in influencing the business's existence. Implementing awareness-based health protocols will also have a positive impact on tackling the Covid-19 pandemic. In addition, entrepreneurs can also continue to run their businesses and can foster economic stability, especially in traditional markets. Doi: 10.28991/esj-2022-SPER-020 Full Text: PDF

22

Suyama, Noriyuki. "Exploring Business Opportunities in Singapore for Food Business." International Journal of Trade, Economics and Finance 9, no. 3 (June 2018): 100–105. http://dx.doi.org/10.18178/ijtef.2018.9.3.596.

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23

C. RADHIKA, C. RADHIKA, M. KOUSALYADEVI M. KOUSALYADEVI, and V. BALAMURUGAN V. BALAMURUGAN. "Business Ecosystems- to Dominate in the Modern Business." International Journal of Scientific Research 2, no. 5 (June 1, 2012): 354–55. http://dx.doi.org/10.15373/22778179/may2013/121.

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24

Johnson Jorgensen, Jennifer, Diane Masuo, Linda Manikowske, and Yoon Lee. "The Reciprocal Involvement of Family Business Owners and Communities in Business Success." Sustainability 12, no. 10 (May 15, 2020): 4048. http://dx.doi.org/10.3390/su12104048.

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It is believed that highly involved business owners and community members will yield benefits to ensure business and community sustainability over time. However, little research has delved into understanding the role of business owners’ involvement and the community’s involvement in business outcomes. Thus, the purpose of this study was to investigate the reciprocal involvement of family business owners and the community. To investigate this phenomenon, this study utilized survey data from a rare group of business owners who currently operate long-standing businesses. Results indicate that more involved business owners perceived higher levels of business success. When seeking a profit, business owners also tended to be more involved in the community than owners not seeking a profit. However, family-owned businesses felt that the community did not contribute to their businesses and did not stay involved over time. Overall, business owners felt that they contributed more than the community provided in return. Recommendation is made to stress in entrepreneurship curricula the importance of reciprocal involvement between businesses and their communities and vice versa to promote business and community sustainability over time.

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Zhu, Ying, Valerie Lynette Wang, Yong Jian Wang, and Jim Nastos. "Business-to-business referral as digital coopetition strategy." European Journal of Marketing 54, no. 6 (February 21, 2020): 1181–203. http://dx.doi.org/10.1108/ejm-01-2019-0011.

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Purpose Based on theories related to coopetition, the purpose of this paper is to examine the patterns of business-to-business digital referrals inscribed in businesses’ digital content. Design/methodology/approach A complete industry-wise digital data set is formed by extracting digital referrals in all the content pages. The authors outline how digital referrals are strategically used among peer businesses in the peer-to-peer digital network and in the augmented digital network, taking into consideration geographical framing and physical distance. Findings The authors reveal how geographical framing and physical distance influence peer-to-peer referral patterns in the digital space. Quite counter-intuitively, businesses are more likely to give digital referrals for peers residing in the same region, as well as for peers located in closer proximity. Further, results from the augmented digital network show that peer businesses in closer proximity exhibit greater strategic similarity in their digital referring strategy. Research limitations/implications The findings extend the understanding of business-to-business coopetition to the digital space and suggest that geographical framing and physical distance can induce reciprocated relationships between peers by offering each other digital referrals. Practical implications The findings shed light on the formation of a business-to-business digital coopetition strategy using digital referral marketing. Originality/value This study highlights the impact of digital referrals in business-to-business relationship management, especially in the digital coopetition context.

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Vavensy, Putri, and Sarwo Edy Handoyo. "Influence of Motivation, Business Capital, Entrepreneurial Knowledge, and Business Networks on Business Success." International Journal of Management Science and Application 1, no. 2 (July 11, 2023): 87–102. http://dx.doi.org/10.58291/ijmsa.v1i2.76.

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Starting a business is not easy. Entrepreneurs face various kinds of difficulties in running their businesses. If difficulties cannot be overcome, it can worsen business performance and can even lead to bankruptcy. Entrepreneurs must be able to build a competitive advantage in their businesses. This can affect the sustainability of its business. Several factors influence business success. This study aims to analyze the effect of motivation, venture capital, entrepreneurial knowledge, and business networks on business success in the food and beverage business in Jakarta, Indonesia. The population of this study is all food and beverage business owners in Jakarta. The sample of this research is 100 food and beverage business owners in Jakarta. The technique of determining the sample using purposive sampling. Data collection was carried out using a google form questionnaire which was distributed online. Data were analyzed using the SmartPLS 3.0 application. The results of the study found that motivation, business capital, entrepreneurial knowledge, and business networks have a positive effect on business success. The results of this study are expected to contribute to the development of entrepreneurship and can provide input for entrepreneurs to achieve business success.

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Tajul, Ujang, Hani Aliya Wardani, Dede Lela, Mira Nurfitriya, and Azizah Fauziyah. "The Influence of Family Business Creativity on Business Competition." Proceedings Series on Social Sciences & Humanities 15 (January 18, 2024): 142–46. http://dx.doi.org/10.30595/pssh.v15i.942.

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In the era of globalization and evolving market dynamics, family businesses play an important role in the economy. The sustainability of family businesses often depends on their ability to innovate and compete effectively. Creativity is considered the key to gaining an edge in tough business competition. To analyze the influence of family business creativity on business competition. This research uses quantitative methods with a descriptive verification approach to collect and analyze data. Quantitative data was obtained through questionnaires distributed to family members involved in the family business. The object of this research is a company owned by Geulis Umbrella Craftsmen in Tasikmalaya City. These family companies were chosen to see business creativity in facing market competition. The results of this study show that business creativity has a major influence on family business competition, with competition as a significant mediator in this relationship. It is hoped that this research's implications will provide insight into the importance of business creativity in helping family businesses compete in traditional and modern markets.

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Nordin, Nadhirah, Nur Amani Aisyah Samsuddin, Rahimah Embong, Azlin Alisa Ahmad, Rossidi Usop, Siti Khatijah Ismail, and Suraya Ismail. "Developing Business Model Based on Islamic Classical Economic Thoughts." Academic Journal of Interdisciplinary Studies 11, no. 4 (July 5, 2022): 150. http://dx.doi.org/10.36941/ajis-2022-0105.

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This study aims to develop a business model based on Islamic economic thoughts pioneered by Muslim thinkers such as Abu Yusuf, al-Syaibani, Abu Ubayd, al-Mawardi, al-Ghazali, Ibn Taimiyah, and Ibn Khaldun. They existed from the early period of Islam until 1446. An absence of consensus on the definition of a business model that is universally accepted has led to the reassessment of the current business model towards pro-business and encouraged by profit margins. A holistic and comprehensive business model influences a business's enhanced performance. Hence, in reality, the survival rate of businesses, mainly businesses run by Muslims, is at a low ebb, although Islam has provided guidelines for all life activities, including business strategies. Hence, further studies should be conducted to seek solutions to overcome the resilience of Muslim businesses by referring to the thoughts of Islamic economic scholars. However, the scholarly thoughts were not organised as a scientific discipline, which eventually led to a decline in the Islamic economy, and consequently, humans began to follow the conventional economy. Data were collected through the document analysis and Focus Group Discussion (FGD) methods involving agency representatives, entrepreneurs, and academicians in the business field. It was then analysed using the content analysis method. Findings indicate that the business model comprised four components, namely production, business transactions, marketing, and the government's role, which was based on Islamic creed (aqidah), Islamic law (shariah), and Islamic morality and manners (akhlaq), acts as a catalyst for a successful business venture. This study has a significant impact and offers a new solution for overcoming and substantiating society's economic growth and development by making business a mechanism for empowering the Islamic economy. Received: 16 April 2022 / Accepted: 25 June 2022 / Published: 5 July 2022

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A. Ramya, A. Ramya, and G. Geetha G. Geetha. "Business Angles." Indian Journal of Applied Research 3, no. 6 (October 1, 2011): 373–74. http://dx.doi.org/10.15373/2249555x/june2013/124.

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Prof. J.M. Ramanuj, Prof J. M. Ramanuj. "Business Valuation." Paripex - Indian Journal Of Research 3, no. 7 (January 1, 2012): 1–3. http://dx.doi.org/10.15373/22501991/july2014/41.

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31

Svilane, Ina, and Henrijs Kalkis. "External Factors of Business Environment and Family Business: Theoretical Review." Business & IT XIII, no. 2 (2023): 1–16. http://dx.doi.org/10.14311/bit.2023.02.01.

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The study examines contemporary theories of the business environment and family entrepreneurship and shows what external effects the business environment has and what impact it can have on family businesses. Theories outlining the main external factors of the business environment and the different aspects of family businesses are highlighted. The business environment theories of Professors Campbell D. J. & Craig T. provide, in our opinion, the most comprehensive insight into the analysis of the external factors of the business environment, while Professors T. Zellwegers, K. E. Gersick and St. R. Covey highlight the various dimensions of the family business and its operational organisation. Our task in this article is to examine these two areas and how they interact and influence each other. The viability of family businesses requires stability and security and is determined by the environment in which the business operates. The external factors of the business environment are mostly those that the company cannot influence and that lead to uncertainty and instability. Early identification of undesirable conditions can help family businesses to respond more quickly. The European Commission's definition of a family business is at odds with that of academics. With this study, we invite you to update the discussion on the modern legal definition of a family business, which is the basis for policy planning documents, ensuring legal protection, assumption or inheritance of liabilities, etc. The results of the study could be significant for researchers dealing with business and economic regularity, as well as for entrepreneurs and professionals whose field of activity is related to business or public administration.

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Gorman, Gary G., and Sean McCarthy. "Business Development Support and Knowledge-Based Businesses." Journal of Technology Transfer 31, no. 1 (November 30, 2005): 131–43. http://dx.doi.org/10.1007/s10961-005-5026-2.

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Joo, Sung-Min. "Local Restaurant Businesses Overseas Advancement of Local Business Types and Impact on Business Performance." Journal of Tourism and Leisure Research 31, no. 7 (July 31, 2019): 307–22. http://dx.doi.org/10.31336/jtlr.2019.7.31.7.307.

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Lusoli, Alberto. "Teaching business as business." Journal of Management History 26, no. 2 (April 14, 2020): 277–90. http://dx.doi.org/10.1108/jmh-06-2019-0042.

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Purpose This paper aims to explore the early days of business education with the aim of understanding how the Harvard Business School (HBS) contributed to the constitution of “management” as a science-based profession. The research focuses on HBS signature pedagogy, the case method and its role in the institutionalization of managerial knowledge. Design/methodology/approach The research is based on a qualitative content analysis of HBS Annals published between 1908 and 1930. Through a manual coding of the Annals, the paper traces the diffusion of the case method in the curriculum and connects it with the institutional transformations that took place between 1908 and 1930. Findings The data show how HBS curriculum transitioned from lectures to case teaching in the aftermath of First World War. This pedagogy allowed HBS to demonstrate the possibility of systematically investigate management problems and to deliver business education at scale. The discussion argues that the case method, acting as a boundary object between business praxis and management theories, constituted management as a science-based profession. Originality/value Recent debates have emerged about case method’s ability to critically question socio-economic structures within which business is conducted. This paper contributes to the debate arguing that the historical and institutional factors leading to the affirmation of this pedagogical approach had a substantive role in the type of knowledge produced through its application. The findings challenge the idea that the affirmation of the case method is attributable to its epistemological primacy in investigating business problems.

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Schiewack, Michael. "Business ist Business – Kolumne." ergopraxis 12, no. 03 (March 2019): 43. http://dx.doi.org/10.1055/a-0800-2091.

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Kennen Sie das? Im Vorfeld ist laut Klienten alles klar und kein Problem. Die Therapie läuft gut, aber am Ende will die private Krankenversicherung nicht zahlen. So erging es zumindest Michael Schiewack. Doch er hat seinen Preis – da hilft auch kein Augenzwinkern.

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Reed, Gary, Vicky Story, and Jim Saker. "Business‐to‐business marketing." Marketing Intelligence & Planning 22, no. 5 (August 2004): 501–10. http://dx.doi.org/10.1108/02634500410551888.

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Tumolo, Marie. "Business-To-Business Exchanges." Information Systems Management 18, no. 2 (March 2001): 54–62. http://dx.doi.org/10.1201/1078/43195.18.2.20010301/31278.9.

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He, J. "Business-to-Business Explained." IEEE Distributed Systems Online 6, no. 9 (September 2005): 6. http://dx.doi.org/10.1109/mdso.2005.45.

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Georgieva, Natasha, and Hadzi Krsteski. "Business-to-business corruption." Journal of Process Management. New Technologies 4, no. 2 (2016): 32–38. http://dx.doi.org/10.5937/jpmnt1602032g.

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Faucher, Hubert. "Business-to-Business Interaction." Asian Journal of Management Cases 6, no. 2 (July 2009): 77–92. http://dx.doi.org/10.1177/097282010900600202.

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Rettberg, Angelika. "Business Versus Business?Gruposand Organized Business in Colombia." Latin American Politics and Society 47, no. 1 (2005): 31–54. http://dx.doi.org/10.1111/j.1548-2456.2005.tb00300.x.

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AbstractThis article examines business political behavior in Colombia during the scandal-ridden presidency of Ernesto Samper (1994-98), highlighting the mechanisms by whichgrupos(diversified economic groups) undermined the ability of organized business to present collective political positions. Evidence that the presidential campaign had been funded by drug traffickers prompted business associations to demand Samper's resignation. Butgrupos, the firms of which are affiliated with associations, supported the president. This division weakened the position of organized business regarding the resignation, as well as its own political legitimacy. This study argues thatgruposface strong incentives to act outside business associations to advance their particular interests. Scholars assessing the strength of organized business in Latin America will increasingly encounter the impact of grupos on business institutional responses to policy.

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Li Qi, Ratih Hurriyati, H Disman, and Mohammad Ali. "Research on the Influencing Factors of Chinese Family Business's Succession from the Perspective of Re-Creation." International Journal of Business and Society 22, no. 1 (March 24, 2021): 146–60. http://dx.doi.org/10.33736/ijbs.3167.2021.

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Under the background of great changes in China's economic environment, a large number of small and medium-sized family businesses are in urgent need of transformation and upgrading that entering the channel of re-creation. For the family business, the successor signifies the future development direction and growth trend of the business. The inter-generational succession of the family business is a multistage evolution process influenced by many factors. In the specific succession practice of family businesses, the influence of the succession of family businesses is analyzed from the perspective of re-creation in combination with the actual situation. Based on the theory analysis on influencing factors of family business’s succession and the way of the questionnaire and factor analysis measure, the research had found and explained the major influencing factors of Chinese family business's succession, namely, relationship, successor, creator, re-creation, organization, environment. It provided a reference on the inter-generational succession of Chinese family businesses from the perspective of re-creation.

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Puspitarini, Ida Ayu Made Dian, and Nyoman Djinar Setiawina. "Resilience of micro, small and medium enterprises (MSMEs) through the COVID-19 pandemic." International journal of business, economics & management 5, no. 2 (April 14, 2022): 86–91. http://dx.doi.org/10.21744/ijbem.v5n2.1886.

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The MSME support movement in Indonesia is welcomed by business people, especially for young entrepreneurs or the home industry, which continues to grow rapidly and independently. At the beginning of 2020, the Covid-19 outbreak that occurred globally in almost all parts of the world, including in Indonesia, had triggered negative sentiment towards various lines of business, especially the MSME business. The negative impact due to Covid-19 has hampered the growth of the MSME business where the movement of MSME businesses that require showrooms or promotions is hindered. In reorganizing the weakening economic conditions of MSMEs or the Covid recession, it is necessary to manage the business cycle in a Management Busines Cycle, considering that the business environment is very dynamic, so that the business cycle must always be evaluated and improved so that the business can survive and develop. The concept of OODA loop is the concept of iterative analysis to determine the decision of a problem. OODA stands for Observe, Orien, Decide and Act. The term circle or loop because in this concept all processes are repeated until the decisions taken are effective and able to have a significant impact in dealing with problems.

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Ghorapade, Mr Kuldeep D. "Business Analytics and It’s Impact on Business and Industry." International Journal of Trend in Scientific Research and Development Special Issue, Special Issue-ICDEBI2018 (October 3, 2018): 74–79. http://dx.doi.org/10.31142/ijtsrd18676.

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Sinnett, A., C. K. M. Ho, and B. Malcolm. "Expanding a dairy business affects business and financial risk." Animal Production Science 57, no. 10 (2017): 2167. http://dx.doi.org/10.1071/an15041.

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Australia’s dairy farmers have expanded the size of their businesses in response to rising costs and falling prices. Dairy farmers pursuing increases in wealth encounter a greater risk associated with increased size, complexity and output. It is the consequences of risk that matter. Risk in a farm business can be partitioned into either business risk or financial risk. Previous research on changes to farm systems has primarily focussed on the impact of business risk, with less regard for financial risk. Our analysis has shown that expanding a farm business is likely to increase financial risk more than business risk. Before committing to the decision to expand their businesses, dairy farmers have control over the amount they borrow and, thus, some control over the exposure of their businesses to additional financial risk. Knowing the extra risk associated with extra debt is additional information that contributes to more informed decisions. In this research, an approach to assessing the change in business and financial risk associated with different expansion options is demonstrated.

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Kalogiannidis, Stavros. "Business Trust and Communication as Predictors of Business Growth." WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS 18 (December 2, 2021): 1512–22. http://dx.doi.org/10.37394/23207.2021.18.138.

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Increased globalization and competition in most industries has greatly changed the execution of different duties and responsibilities most especially the flow of communication in businesses. This has further affected the level of trust in most businesses most especially among the employees and between the business and customers. The main objective of the study was to investigate the effect if business communication and business trust on business growth. Data was collected using an online survey questionnaire from 100 employees of Intrasoft International in Greece. Data collected was analyzed using SPSS and Pearson’s rank correlation coefficient was based on to establish the relationship between variables. The level top which the independent variables predict the dependent variables was established using regression analysis. The study established a positive relationship between business communication and business. A significant and positive relationship was also confirmed between business trust and business growth.

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Zakharkin, О., L. Zakharkina, Yu Bilous, and V. Holovata. "ANALYSIS OF THE IMPACT OF THE COVID-19 PANDEMIC CRISIS ON THE FINANCIAL SECURITY OF BUSINESS IN UKRAINE." Vìsnik Sumsʹkogo deržavnogo unìversitetu, no. 4 (2020): 21–28. http://dx.doi.org/10.21272/1817-9215.2020.4-03.

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The article analyzes the impact of the COVID-19 pandemic on business activities in Ukraine and the world and its financial security. The analysis showed that the economy of Ukraine, like most countries in the world, has suffered significant losses from the introduction of anti-epidemic restrictions on business activities, which manifested itself in falling GDP, industrial production index, investment activity. Due to the temporary or complete cessation of business, the unemployment rate has increased significantly. The pandemic crisis also harmed enterprises' financial results, which declined significantly in all economic activities, especially in industry, transport, temporary accommodation, and catering, where the share of unprofitable enterprises reaches 73%. Thus, the problem of ensuring the financial security of business becomes relevant. The work aims to develop methodological approaches to assessing the impact of the pandemic crisis on businesses' financial security and to identify effective ways to ensure such security. The research used scientific abstraction, comparative and systematic analysis and synthesis, systematization, and logical generalization. It was determined that small and medium-sized businesses were most affected by the pandemic, where more than 60% of entrepreneurs had a strong negative impact. Large businesses suffered less, but they also suffered significant losses due to declining business activity and demand in domestic and foreign markets. The pandemic had the least impact on agriculture, which suffered the least losses, primarily due to the slight impact of restrictions on this business's activities. The paper systematized the risks arising from the pandemic crisis factors and identified their manifestations and financial consequences for the business. Studies have shown that such effects manifest themselves in the form of total or partial loss of profits, problems with debt repayment, reduced financial stability, liquidity, increased receivables, increased costs of anti-epidemic measures, and so on. Thus, the procedure for assessing the business's financial security is to take into account all the factors that shape the financial position of businesses during a pandemic crisis.

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Wang, Zhaozhi, Shoufu Lin, Yang Chen, Oleksii Lyulyov, and Tetyana Pimonenko. "Digitalization Effect on Business Performance: Role of Business Model Innovation." Sustainability 15, no. 11 (June 2, 2023): 9020. http://dx.doi.org/10.3390/su15119020.

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Digitalization has become a key driver of business innovation in recent years. It provides businesses with new opportunities to innovate and create value. Digital technologies, such as cloud computing, big data analytics, and artificial intelligence, have helped businesses boost the development of new products and services, optimize their operations, and improve customer engagement. This study aimed to analyze the impact of digitalization on business performance within business innovation. This study applied an ordinary least square regression model and an intermediary to explore relationship in the chain of digital capability–business model innovation–company performance. The object of investigation was 1663 listed A-share companies Shanghai and Shenzhen in the software and information technology service sectors. The results showed that digital capabilities could be divided into three dimensions according to the hierarchical relationship: (1) basic digital capabilities, (2) digital operation capabilities, and (3) digital integration capabilities, all of which significantly positively affected enterprise performance. Furthermore, while business model innovation significantly positively affected corporate performance, it was also driven by the preceding variables of digital capabilities. Business model innovation enhanced the positive impact of basic digital capabilities, digital operation capabilities, and digital integration capabilities on company’s performance. Considering the empirical results, this study underlines that the government should promote digital skills development, create supportive regulatory environments, promote access to funding for innovations, foster partnerships between businesses and technology providers, and promote collaboration between businesses, which are conducive to extending digitalization within the business innovation model and improving business performance.

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NIEHM, LINDA S., NANCY J. MILLER, MACK C. SHELLEY, and MARGARET A. FITZGERALD. "SMALL FAMILY BUSINESS SURVIVAL: STRATEGIES FOR COPING WITH OVERLAPPING FAMILY AND BUSINESS DEMANDS." Journal of Developmental Entrepreneurship 14, no. 03 (September 2009): 209–32. http://dx.doi.org/10.1142/s1084946709001314.

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This study identified 14 adjustment strategies employed by household and business managers to cope with overlapping work and family demands using data from 1997 and 2000 versions of the National Family Business Survey (NFBS). Significant differences were found between surviving small family firms by managerial role (single or dual) regarding gross income, gender, number of children under age 18, community size and trade sector. Both surviving and non-surviving enterprises tended to bring household work to the business field when times were hectic and demanding, and took care of family responsibilities while at the business. However, in non-surviving businesses, business managers reported a greater tendency to bring work home, demonstrating that work entered the family field more frequently than in surviving businesses. Managers of surviving businesses were more likely to make financial adjustments by hiring temporary help for the business or home, and less likely to ask others to help in the business without pay. Significant differences were also noted regarding the use of non-financial adjustments; managers of surviving family businesses were able to shift away from business work to spend time on family aspects, and to spend less time sleeping to help the business.

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Walker, Beth, and Janice Redmond. "Changing the Environmental Behaviour of Small Business Owners: The Business Case." Australian Journal of Environmental Education 30, no. 2 (December 2014): 254–68. http://dx.doi.org/10.1017/aee.2015.6.

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AbstractThe importance of the environment is something of a cracked record to many small business owners, as historically any calls to business to change or improve their practices or behaviours were from the ‘environmental’ or ‘green’ perspective, rather than from a business perspective. As a consequence, many small businesses have simply tuned out. This research sought to identify the impact of an education intervention program that encouraged better environmental management practices and provided practical assistance to the businesses. The research was designed to test the effectiveness of the program and record any changes that occurred in the businesses over the duration of the project. To measure changes, it included a pre- and post-intervention survey. Overall, there was an increased awareness in most of the businesses in regard to environmental issues. Participants from many of the businesses also expressed positive changes to both behaviours and attitudes to environmental issues. This demonstrated the value of the program, and also highlighted the challenge to engage small business, even when a business case is apparent, given the cost of implementing this type of intensive and personalised assistance.

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