Relevant bibliographies by topics / Business and corporate strategy

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Business and corporate strategy'

Author: Grafiati
Published: 3 June 2025
Last updated: 22 June 2025

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Journal articles on the topic "Business and corporate strategy"

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Arora, Prachi. "Incorporate Corporate Social Responsibility Strategy into Business." SIJ Transactions on Industrial, Financial & Business Management 07, no. 01 (2019): 09–16. http://dx.doi.org/10.9756/sijifbm/v7i1/0102590102.

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Stephen, Roulac. "Corporate Property Strategy is Integral to Corporate Business Strategy." Journal of Real Estate Research 22, no. 1-2 (2001): 129–52. http://dx.doi.org/10.1080/10835547.2001.12091062.

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Noviyanti, Noviyanti, and Dodie Tricahyono. "Business Ecosystem Development in Corporate Business Strategy." Journal of Multidisciplinary Academic Business Studies 1, no. 4 (2024): 609–26. http://dx.doi.org/10.35912/jomabs.v1i4.1908.

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Purpose: The objective of this research is to identify the parties involved in the agro-business ecosystem in Kabupaten Bandung and determine the factors influencing the development of strategies at PT BANDUNG DAYA SENTOSA as a Regional Government-Owned Enterprise (BUMD) operating in the Agribusiness sector. Research methodology: This study uses a business ecosystem approach to map the roles and parties involved in the agro-business ecosystem in Kabupaten Bandung. This study employed a qualitative research method with a case study design. Results: Through multi-agent-based ecosystem modeling and business model reconfiguration, it can be concluded that adaptability and collaboration among actors in the agribusiness ecosystem in Kabupaten Bandung are key to success. The Regional Government-Owned Enterprise Bandung Daya Sentosa (BDS) has the potential to become an innovation hub and enhance its role through the development of innovative agricultural products and utilization of digital technology. Implementation: The agricultural sector plays a crucial role in the community economy in Kabupaten Bandung. The agricultural sector in Kabupaten Bandung is the third-largest contributor to the Gross Regional Domestic Product (PDRB) after manufacturing and trade (Master Plan for the Economy of Kab. Bandung 2021-2026: 2021).
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Noviyanti, Noviyanti, and Dodie Tricahyono. "Business Ecosystem Development in Corporate Business Strategy." Jurnal Bisnis dan Pemasaran Digital 4, no. 1 (2024): 41–56. https://doi.org/10.35912/jbpd.v4i1.4524.

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Purpose: The objective of this research is to identify the parties involved in the agro-business ecosystem in Kabupaten Bandung and determine the factors influencing the development of strategies at PT BANDUNG DAYA SENTOSA as a Regional Government-Owned Enterprise (BUMD) operating in the Agribusiness sector. Research methodology: This study uses a business ecosystem approach to map the roles and parties involved in the agro-business ecosystem in Kabupaten Bandung. This study employed a qualitative research method with a case study design. Results: Through multi-agent-based ecosystem modeling and business model reconfiguration, it can be concluded that adaptability and collaboration among actors in the agribusiness ecosystem in Kabupaten Bandung are key to success. The Regional Government-Owned Enterprise Bandung Daya Sentosa (BDS) has the potential to become an innovation hub and enhance its role through the development of innovative agricultural products and utilization of digital technology. Conclusions: PT Bandung Daya Sentosa (BDS) has demonstrated strong potential to lead national agribusiness innovation by leveraging digital platforms like BDSMart and implementing multi-actor ecosystem strategies. Collaboration and adaptability among stakeholders are key to driving sustainable growth in the Bandung Regency agricultural sector. Through strategic use of technology and stakeholder engagement, BDS strengthens its role as a connector, innovator, and enabler in the agribusiness ecosystem. Limitations: This study is context-specific to the agribusiness ecosystem in Bandung Regency, and its findings may not be directly transferable to other regions with different economic, cultural, or policy environments. Contributions: PT Bandung Daya Sentosa acts as a key integrator and innovator in the agribusiness ecosystem, fostering collaboration among stakeholders. Farmers contribute as primary producers, supported by training, finance, and technology. Academics, government, media, and logistics providers each play vital roles in enabling innovation, governance, market reach, and the smooth distribution of goods, collectively enhancing ecosystem resilience and sustainability.
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Harrington, James W. "Corporate strategy, business strategy and activity location." Geoforum 16, no. 4 (1985): 349–56. http://dx.doi.org/10.1016/0016-7185(85)90042-9.

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Jhunjhunwala, Shital. "Intertwining CSR with strategy – the way ahead." Corporate Governance 14, no. 2 (2014): 211–19. http://dx.doi.org/10.1108/cg-03-2011-0021.

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Purpose – The purpose of this paper is to emphasize the importance and means of making corporate social responsibility (CSR) an integral part of corporate strategy with the help of case studies. Design/methodology/approach – The article explores the transformation of business from being egocentric to socially responsible. With the use of examples it demonstrates how integrating CSR into strategy can create sustainable business models. Findings – Firms need to develop a framework for integrating CSR into their business strategy for long term successful survival. Social implications – Corporates and society are intertwined and mutually dependent. Business cannot survive without society's acquiescence nor succeed without its active support. Originality/value – The article explains the benefits of CSR and how to make it an integral part of business strategy to gain a competitive advantage.
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Bansal, Ved Prakash. "Corporate Business Strategy and its Challenges." VEETHIKA-An International Interdisciplinary Research Journal 2, no. 3 (2016): 34–38. http://dx.doi.org/10.48001/veethika.2016.02.03.004.

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Business environment and strategy faces continuous completion and impacts the business sustainability in a long-term. In a view, the business must realize the dynamic capabilities and must apply the right company strategy to survive in the global competition and achieving the desired targets. Many philosophers consider ethics to be the `science of conduct'. Philosophers have been discussing ethics for ages now, since the time of Socrates and Plato. Many ethicists consider emerging ethical beliefs to be "state of the art" legal matters, i.e., what becomes an ethical guideline today is often translated to a law, regulation or rule tomorrow. Values which guide how we ought to behave are considered as moral values, e.g., values such as respect, honesty, fairness and responsibility. The paper examines the concepts of strategy and business ethics undertaken to improve the overall business performance.
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Andrews, Clinton J. "Environmental business strategy: Corporate leaders’ perceptions." Society & Natural Resources 11, no. 5 (1998): 531–40. http://dx.doi.org/10.1080/08941929809381099.

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Yuan, Yuan, Louise Yi Lu, Gaoliang Tian, and Yangxin Yu. "Business Strategy and Corporate Social Responsibility." Journal of Business Ethics 162, no. 2 (2018): 359–77. http://dx.doi.org/10.1007/s10551-018-3952-9.

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Dr., Martin Selvakumar Mohanan, K. Santhanalakshmi Dr., B. R. Kumar Dr., S. Shanthini, and Satish Dhoke. "ROLE OF CORPORATE BUSINESS RESPONSIBILITIES IN BUSINESS." KOREA REVIEW OF INTERNATIONAL STUDIES 16, no. 3 (2023): 25–34. https://doi.org/10.5281/zenodo.8018008.

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Abstract: Impact on society, the environment, and the economy are all aspects of "corporate responsibility," or CR. The success of a corporation is tied to its capacity to implement a successful corporate responsibility (CR) programme that yields positive results for both the firm and the community at large. This piece offers a definition of CSR and illustrates how HR can help make it a reality in the business sector. Corporate responsibility can be influenced by a number of elements and approaches, including legal and voluntary initiatives, cooperation with external organizations, and social and environmental reporting. Both advocates and critics of corporate responsibility have been accounted for in this document. At the article's conclusion, specific recommendations for business owners and human resources professionals are given for developing a corporate responsibility strategy.
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Dissertations / Theses on the topic "Business and corporate strategy"

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Thorén, Kent. "Corporate Entrepreneurship as a Business Development Strategy." Doctoral thesis, KTH, Industriell ekonomi och organisation (Inst.), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-4536.

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Previous research has generated a substantial body of knowledge regarding the exploration and exploitation of opportunities, two of the main manifest activities of entrepreneurship. This thesis does not primarily examine any of these activities; instead it investigates an important question regarding what happens between them. It seeks to answer why some of the identified opportunities are selected for exploitation. It does so by building on, and contributing to, a research stream that struggles with the link between the entrepreneurial activity of firms and theory about strategy. One of the main contributions of this thesis is the identification of a number of strategic motive dimensions that are associated with the pursuit of corporate ventures. It also demonstrates how these motives are related to significant venture differences, thereby connecting corporate entrepreneurship to strategy in a means-ends relationship. In other words, it provides insight into how strategy is the why of entrepreneurship, and entrepreneurship is the how of strategies (that involve business development). The analysis was based on quantitative data from 274 venture attempts in 222 firms, belonging to a population of 1737 small- and medium-sized manufacturing firms in Sweden. Target respondents were the CEO:s. The findings indicate that venture selection can be influenced by both offensive and defensive strategic motives. In addition, it turned out that ventures can be of both proactive and reactive nature. Together, these two dimensions describe how the venture relates to the firm’s strategic circumstances. To better understand top managers’ intentions, the two dimensions were complimented with measurements of what the firm tries to affect with the venture, i.e. to which facet of business the venture efforts are directed (economy, competition, or competence development). The three dimensions, identified through factor analysis, were labeled “posture”, “adaptive style”, and “orientation”. Alternative non-strategic motives, as well as items for validity evaluation, were included in the survey for comparison. Combinations of the motive dimensions were then presented as “motive profiles”, for four types of ventures identified through clustering techniques. Furthermore, another important contribution is the examination of Roberts &amp; Berry’s hypothesis: That the extent and direction of business development determine the amount of uncertainty faced during venture execution, which in turn is proposed to influence the probability of a positive outcome. Regarding these issues, the study was able to refine the mixed findings in previous research, through the investigation of larger firm- and venture-level samples. The obtained results imply that the distance between the venture and the current business of the firm, in terms of products and technologies, is unimportant for venture outcome. However, a small negative effect of market uncertainty, in turn related to market development distance, was confirmed.<br>QC 20100820
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Thorén, Kent. "Corporate entrepreneurship as a business development strategy /." Stockholm Stockholm : Industriell ekonomi och organisation Industrial Economics and Management, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-4536.

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Krig, Marie-Louise, and Lindvall Sandra. "Business Value Enhancing Factors of Aligning IP Strategy with Corporate Strategy." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-14743.

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Huysamer, Riaan. "Business continuity and strategy for a large corporate." Thesis, Stellenbosch : Stellenbosch University, 2005. http://hdl.handle.net/10019.1/50292.

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Thesis (MBA)--Stellenbosch University, 2005.<br>ENGLISH ABSTRACT: Business continuity planning can be defined as the process of developing advance arrangements and procedures that enable an organisation to respond to an event in such a manner that critical business functions will continue with the least interruption or essential change. This study project guides one through an investigation of a business continuity planning project in Media24, a large multi-national corporate based in South Africa. As with most South African companies, Media24 has not done sufficient planning in this regard till now. This study project will describe the methodology followed during this project as well as extracts from interviews conducted with numerous individuals at various management levels in this company. This study project can assist any medium to large South African enterprise who is considering a business continuity planning project. It endeavours to motivate and convince the reader of the unquestionable grounds for business continuity planning in any organisation.<br>AFRIKAANSE OPSOMMING: Gebeurlikheidsbeplanning kan gedefinieer word as die proses om gevorderde reëlings en prosesse in plek te stel om 'n organisasie te bemagtig om te kan reageer op 'n voorval op so 'n manier dat die kritieke besigheidsfunksies kan voortgaan met die kleinste moontlik steuring of onderbreking van hierdie funksies. Hierdie studieprojek lei mens deur die ondersoek van 'n gebeurlikheidsbeplanning-projek wat aangepak was deur Media24, 'n multinasionale firma gebaseer in Suid-Afrika. Soos met meeste Suid-Afrikaanse besighede, het Media24 nog nooit 'n voldoende inisiatief aangepak tot nou nie. Hierdie projek sal die metodologie beskryf wat gevolg is sowel as ekstrakte van vele onderhoude wat gehou is met individue uit verskillende bestuursvlakke in hierdie organisasie. Die doel van hierdie projek is om enige medium tot groot Suid-Afrikaanse organisasie te ondersteun wat gebeurlikheidsbeplanning oorweeg. Dit poog om die leser te motiveer en te oortuig van die onbetwisbare argument vir gebeurlikheidsbeplanning in enige organisasie.
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Machulskyi, Ievgen, and Yury Bogomyagkov. "Corporate and business strategy at MNEs : A managerial practice view." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-19705.

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Corporate strategy is a foundation for companies operations, processes and  the ways in which its various businesses  work together to achieve particular goals.  Scholars and managers  recognize different levels of strategy for organizations. One of  the  differentiations  is  based  on  governance structure of the organization, and divides  corporate strategy on two levels: corporate strategy  and business-unit strategy. In many cases, some might think that business and corporate dimensions are the same. However,  when divided into strategies, there is a difference. This especially relates to MNEs (multinational enterprises), with their massive and sometimes complicated structure  and business units all over the world.  This study intends to find out whether and how corporate strategy as whole is employed and engineered in terms of this differentiation at MNEs, as well as to explore the additional factors   to well-known ones, affecting strategy development on both levels. Even though, a decent amount of studies have been done on a field,  the views on which questions should be answered by corporate level  strategies or business unit strategies are significantly differ. Hence, in order to develop understanding and contribute to the further research, this study has been undertaken.
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Jarhult, William, and Tobias Köhler. "Corporate strategy in digital- and social media." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-20712.

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The purpose of this study was to investigate how companies have linked their corporatestrategy with their digital- and social media strategy. The authors believed that these strategieshad to be connected somehow and wanted to research it further.Qualitative research methodology was utilized in this study. The research data consisted oftwo semi-structured interviews with one employee at Hestra Gloves and one at Kronfönster.The interviews were made after the same protocol in form of questions and documentation.The result of the interviews revealed that both Hestra Gloves and Kronfönster had overallbusiness core values which were reflected in their strategies. Hestra Gloves had a generalbusiness idea which was used as a corporate strategy, they also had a social media strategyand they had working guidelines for their digital channels. Kronfönster followed their corevalues which permeate the whole organization and they had guidelines for both corporatelevel, digital level and social media level.The findings show that the companies which were investigated have linked their corporatestrategy with their digital strategy in a medium way. The findings also show that theinvestigated companies have linked their corporate strategy with their social media strategy ina medium way. The authors conclude that some strategy components are linked in a strongway and that some components are linked in a weak way.
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Botha, An-Marie. "Development of a corporate strategy for the Quicksand Group." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/8576.

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Ojo, Oladayo. "Utilizing Corporate Governance in Strategy Formulation and Execution." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4316.

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Ineffective corporate governance is a leading cause of financial crises. Ineffectual corporate governance is mainly due to the lack of prudential and efficient supervision, which is symptomatic of board composition and the selection criteria of board members. The purpose of this single case study was to explore the strategies that banking leaders used to identify board selection criteria that ensures effective governance. The sample consisted of 4 business leaders at a bank located in California that remained profitable and did not have losses during the recent recession. The conceptual framework used for the study was agency theory. The data sources were publicly available archival documents, semistructured interviews, member checking, and extant literature on the topic. Using methodological triangulation, 4 themes emerged from data analysis: select independent, experienced, and knowledgeable business leaders as board members; recognize the importance of the choice of the CEO and other senior executives; acknowledge cooperation is key to sustainable growth; and promote integrity and ethics as key executive and board membership criteria. The application of the findings in this study may contribute to social change when banks operate under effective governance that can lead to improved well-being for all corporate stakeholders, including investors, employees, customers, and the bank's community, through the continued employment and the economic stability of the community.
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Nel, Jan-Derick. "Corporate social strategy as a key to sustainable business." Thesis, Stellenbosch : Stellenbosch University, 2005. http://hdl.handle.net/10019.1/21192.

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Thesis (MA)--University of Stellenbosch, 2005.<br>ENGLISH ABSTRACT: Corporate social responsibility is a subject that is of concern to most companies that operate on a large scale today. This assignment looks at corporate social responsibility to understand how this fits into a company today. There is a short overview of the history to better understand the underlying factors and to determine the importance of corporate social responsibility. Attention is given to the argument that the current approach of companies to adhere to corporate social responsibility is because of pressure. There is also a focus on the relationship between business and society to establish how business can view its responsibilities. The example of Shell is used to show how a company under immense pressure can develop sustainable practices to ensure that they remain profitable. After the main discussion some important points are mentioned in the conclusion to clarify the business case for corporate social strategy.<br>AFRIKAANSE OPSOMMING: Korporatiewe maatskaplike verantwoordelikheid is ‘n onderwerp wat van belang is vir meeste maatskappye wat grootskaals bedrywig is vandag. Hierdie opdrag ondersoek korporatiewe maatskaplike verantwoordelikheid om beter te verstaan hoe dit vandag in die maatskappy inpas. Daar is ‘n kort oorsig oor die geskiedenis om die onderliggende faktore beter te verstaan en om die belangrikheid van korporatiewe maatskaplike verantwoordelikheid te bepaal. Daar word ook aandag gegee aan die argument dat maatskappye verantwoordelik optree as gevolg van druk. Daar word ook gefokus op die verhouding tussen besigheid en die samelewing om te bepaal hoe besigheid sy verantwoordelikhede moet benader. Die voorbeeld van Shell word gebruik om te wys hoe ‘n maatskappy onder druk volhoubare gebruike kan ontwikkel om te verseker dat hulle winsgewend bly. Na die hoof bespreking word daar ‘n paar belangrike punte in die slotsom saamgevat om 'n besigheidsaak vir korporatiewe maatskaplike strategie uit te maak..
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Kanashiro, Patricia. "Corporate Environmental Strategy| Institutional and Governance Perspectives." Thesis, The George Washington University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3591919.

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<p> This dissertation suggests that the greening of the corporate governance mechanisms&mdash;meaning efforts to tie executive compensation to environmental targets (incentive) and to enhance board responsibility over environmental performance (monitoring)&mdash;induces managers to comply with pressures to lower toxic emissions in the U.S. high polluting industries.</p><p> Although emphasis has been placed on the benefits of greater use of both incentive and monitoring mechanisms to improve corporate environmental performance, there is little consideration given to the potential costs associated with their implementation. I argue that mechanisms of incentive in the form of environmental compensation may serve as substitute of mechanisms of monitoring by the environmental board committee.</p><p> However, contrary to my expectations, results show that incentive and monitoring are positively associated. Nonetheless, I suggest that these mechanisms are most effective in improving environmental performance when adopted under specific circumstances of environmental risk. I found that the existence of environmental compensation is positively associated with firms' environmental risk. Furthermore, there is weak evidence showing that environmental board committees are more prevalent in firms that face conditions of moderate environmental risk.</p><p> This dissertation employs a panel regression model with random-effects. The sample consists of the S&amp;P500 firms that are required to report toxic emissions to the Toxic Release Inventory, years 2006 to 2011. Data was collected from proxy statements, annual reports, and various other databases.</p>
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Books on the topic "Business and corporate strategy"

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1959-, Krug Jeffrey A., ed. Corporate strategy. Sage, 2009.

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Ansoff, H. Igor. Corporate strategy. Sidgwick & Jackson, 1986.

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1949-, Ward Keith, and Ward Keith 1949-, eds. Corporate financial strategy. 2nd ed. Butterworth/Heinemann, 2002.

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

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Underwood, Jim. The new corporate strategy. Capstone Pub., 2002.

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Pettinger, Richard. Introduction to corporate strategy. Macmillan Business, 1996.

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Bender, Ruth. Corporate financial strategy. 3rd ed. Butterworth-Heinemann, 2009.

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Ansoff, H. Igor. The new corporate strategy. Wiley, 1988.

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Kevan, Scholes, ed. Exploring corporate strategy. 3rd ed. Prentice Hall, 1993.

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Kevan, Scholes, ed. Exploring corporate strategy. 6th ed. Financial Times Prentice Hall, 2002.

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Book chapters on the topic "Business and corporate strategy"

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

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Howe, W. Stewart. "Business Growth." In Corporate Strategy. Macmillan Education UK, 1986. http://dx.doi.org/10.1007/978-1-349-18213-8_7.

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Karlöf, Bengt. "Modern Corporate Development." In Business Strategy. Palgrave Macmillan UK, 1989. http://dx.doi.org/10.1007/978-1-349-11265-4_1.

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Howe, W. Stewart. "Business Failure and Turnaround." In Corporate Strategy. Macmillan Education UK, 1986. http://dx.doi.org/10.1007/978-1-349-18213-8_12.

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

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Howe, W. Stewart. "Assessment of the Business Environment and Resources." In Corporate Strategy. Macmillan Education UK, 1986. http://dx.doi.org/10.1007/978-1-349-18213-8_3.

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Staib, Robert. "Corporate Environmental Strategy." In Environmental Management and Decision Making for Business. Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230524460_11.

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Turner, Colin. "International corporate strategy in global markets." In International Business, 3rd ed. Routledge, 2024. http://dx.doi.org/10.4324/9781315184500-3.

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Nemetz, Peter N. "The Search for Innovative Business Models." In Corporate Strategy and Sustainability. Routledge, 2024. https://doi.org/10.4324/9781003170754-15.

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Aliekperov, Adyl. "What Is Strategy?" In Creating Business and Corporate Strategy. Routledge, 2021. http://dx.doi.org/10.4324/9781003172567-2.

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Conference papers on the topic "Business and corporate strategy"

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Siven, Suvi, and Jukka Sirkiä. "STUDIES IN CORPORATE RESPONSIBILITY AND RESPONSIBLE BUSINESS STRATEGY SUPPORT THE DEVELOPMENT OF SMES." In 19th International Technology, Education and Development Conference. IATED, 2025. https://doi.org/10.21125/inted.2025.1134.

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Ribhan, Syauqy, and Budisantoso Wirjodirdjo. "Business Strategy Analysis of EPC to Improve Corporate Performance: Case on State-Owned Construction Company." In 2024 IEEE International Symposium on Consumer Technology (ISCT). IEEE, 2024. https://doi.org/10.1109/isct62336.2024.10791186.

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Gjorgjioska, Emilija, Violeta Gligorovski, and Snezhana Obednikovska. "Corporate Social Responsibility as Business Strategy for Macedonian Companies." In 8th International Scientific Conference – EMAN 2024 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2024. https://doi.org/10.31410/eman.2024.241.

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The purpose of this paper is to make a profound analysis of Cor­porate Social Responsibility on several aspects of the subject. In recent dec­ades, corporate social responsibility has emerged as a challenge to large companies in their successful organizational performance. Corporate So­cial Responsibility should be immanent and implemented in companies’ strategies. Raising awareness about many problems facing societies is pre­cisely the core of corporate responsibility. The authors will analyse the le­gal framework that encourages social responsibility, and corporate obliga­tions for issuing social responsibility reports in the Republic of North Mace­donia. The paper reaches a conclusion about the influence of the Corporate governance code for companies listed on the Macedonian Exchange (MSE) – adopted in 2021 and the ESG disclosure Guide for companies listed on the MSE about the corporate social responsibility level of awareness. Also, cor­porate responsibility will be emphasized as a marketing strategy of the com­panies, contributing to raising the brand to a higher respectable level. For this purpose, a methodology appropriate to the purpose and object of re­search will be chosen, that is, the method of analysis, abstraction and gen­eralization, will provide general conclusions, as well as comparative analy­sis, will be used. The conclusion will show which of the four corporate social responsibility approaches: obstructionist, defensive, adaptable, or proactive approach is preferred by the analysed companies.
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Efremov, Victor S., and Irina G. Vladimirova. "Business Uncertainty As A Factor of A Corporate Strategy." In 2017 2nd International Conference on Politics, Economics and Law (ICPEL 2017). Atlantis Press, 2017. http://dx.doi.org/10.2991/icpel-17.2017.7.

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Yu, Feifei. "The Interaction between Corporate Strategy and Business Strategy: From Resource Flow Perspective." In 2010 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2010. http://dx.doi.org/10.1109/iciii.2010.215.

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Josée Roy, Marie. "Providing strategic information to corporate directors." In 3rd Annual International Conference on Business Strategy and Organizational Behaviour (BizStrategy 2013). Global Science and Technology Forum Pte Ltd, 2013. http://dx.doi.org/10.5176/2251-1970_bizstrategy13.28.

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Surijah, Andreas Budihardjo. "Knowledge Management Support, Employee Engagement, Knowledge Sharing and Corporate Performance." In Annual International Conference on Business Strategy and Asian Economic Transformation. Global Science and Technology Forum (GSTF), 2015. http://dx.doi.org/10.5176/2251-1970_bizstrategy15.06.

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Shafai, Nor Atikah. "Corporate Social Responsibility as An Entrenchment Strategy: Malaysia Evidence." In ICBSI 2018 - International Conference on Business Sustainability and Innovation. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.08.11.

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Degtiareva, Olga, and Svitlana Teleshevska. "Corporate Sustainability in the Context of the 2021 United Nations Climate Change Conference." In Sustainable Business Development Perspectives 2022. Masaryk University Press, 2022. http://dx.doi.org/10.5817/cz.muni.p280-0197-2022-2.

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The paper emphases the results of research on estimation of corporate sustainability of Ukrainian business that are directly related to targets of the Glasgow Climate Pact 2021. The data were collected with a cross-sectional random sampling of industrial enterprises in Ukraine. The variety of research methods (e.g. abstract-logical method; economic and statistical methods; survey, method of expert assessments; correlation-regression, graphical methods) allowed to propose the adopted methodology for estimation of corporate sustainability. Integrated sustainability index was found to define the level of corporate sustainability as well as a direction for company further development. The research results offer practical implementation for firms’ sustainable development strategy as far as they are operating with strategic gaps and sustainability values while maintaining high market performance.
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Wan, Lingyun. "How Does Technology Diversification Strategy Affect Corporate Performance." In 2021 5th Annual International Conference on Data Science and Business Analytics (ICDSBA). IEEE, 2021. http://dx.doi.org/10.1109/icdsba53075.2021.00083.

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Reports on the topic "Business and corporate strategy"

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Patalinghug, Epictetus, Aubrey Tabuga, Madeleine Louise Baiño, Anna Rita Vargas, and Danika Astilla-Magoncia. Philippine Retirement Authority Current Program and Policy Assessment/Business Model Review. Philippine Institute for Development Studies, 2024. http://dx.doi.org/10.62986/dp2024.12.

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This study assesses the Philippine Retirement Authority's (PRA) current program and business model. Established by Executive Order No. 1037 in 1985, the PRA aims to position the Philippines as a prime retirement destination, contributing to the country's social and economic development. Utilizing GAP and SWOT analyses, the research explores potential enhancements to PRA’s business strategy, guided by Porter's competitive advantage model and Prahalad and Hamel's core competencies framework. In addition, the analysis supplements the analytical frameworks with a strategic agenda that covers a discussion of five strategic dimensions: 1. PRA's goal; 2. PRA’s source of market or competitive advantage; 3. PRA's major source of core competence; 4. PRA's current business model; and 5. PRA's strategies in specific management functions. The findings reveal PRA's commendable financial performance from 1986 to 2021, achieving fiscal autonomy in 1993. As of December 31, 2021, the agency reported significant financial metrics per retiree. The GAP analysis suggests two pathways for performance improvement: intensifying efforts to meet targets or recalibrating targets to align with available resources, with the SWOT analysis supporting the latter. Recommendations include enhancing SRRV benefits with a focus on efficient processing and registration, developing a medium-term plan detailing corporate goals and necessary initiatives, promoting a brand identity synonymous with exceptional customer service and the warmth of Philippine hospitality, collaborating with the Department of Tourism to support retirement promotion, and adopting a specialization model to better serve targeted customer segments and regions.
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Finch, John H., Xiang Li, and Erika Anderson. Systems in the Making: The Role of Companies in Implementing Sustainability Policy and Reporting. University of Glasgow and University of Strathclyde, 2025. https://doi.org/10.36399/gla.pubs.342905.

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This paper focuses on the implementation of corporate sustainability, or Environment, Social and Governance, reporting. The introduction from 2023 of mandatory reporting is a key milestone in sustainability. Adopting a comparative case method, we identify as related case studies Materiality (in reporting), Transition (in corporate strategy), and Stewardship (in fund management). We compare these by applying the theory-led themes of system openness, the agency or power of coalitions in producing and acting upon reports, contests in the qualification of key data, and through business exchanges related to or enabled by sustainability reports. Drawing on a two-year applied project, we elaborate upon policy, regulation, business and industrial markets, and business relationships. We find that Materiality is the most stable and well-framed system. It produces key outcomes in depicting a reporting company’s sustainability risks and opportunities. Transition is the most open, influenced by global and jurisdiction task forces, for example tasked with achieving net zero policy obligations. Stewardship in the UK articulates a set of principles, which guide fund managers in engaging with investee companies. We conclude that sustainability policy is at the same time setting in progress the forming of three systems, corresponding to this paper’s three case studies. Each has its own development, function and sets of facts, though each is beginning to achieve its function through interactions and exchanges with the other two.
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Lazonick, William. Investing in Innovation: A Policy Framework for Attaining Sustainable Prosperity in the United States. Institute for New Economic Thinking Working Paper Series, 2022. http://dx.doi.org/10.36687/inetwp182.

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“Sustainable prosperity” denotes an economy that generates stable and equitable growth for a large and growing middle class. From the 1940s into the 1970s, the United States appeared to be on a trajectory of sustainable prosperity, especially for white-male members of the U.S. labor force. Since the 1980s, however, an increasing proportion of the U.S labor force has experienced unstable employment and inequitable income, while growing numbers of the business firms upon which they rely for employment have generated anemic productivity growth. Stable and equitable growth requires innovative enterprise. The essence of innovative enterprise is investment in productive capabilities that can generate higher-quality, lower-cost goods and services than those previously available. The innovative enterprise tends to be a business firm—a unit of strategic control that, by selling products, must make profits over time to survive. In a modern society, however, business firms are not alone in making investments in the productive capabilities required to generate innovative goods and services. Household units and government agencies also make investments in productive capabilities upon which business firms rely for their own investment activities. When they work in a harmonious fashion, these three types of organizations—household units, government agencies, and business firms—constitute “the investment triad.” The Biden administration’s Build Back Better agenda to restore sustainable prosperity in the United States focuses on investment in productive capabilities by two of the three types of organizations in the triad: government agencies, implementing the Infrastructure Investment and Jobs Act, and household units, implementing the yet-to-be-passed American Families Act. Absent, however, is a policy agenda to encourage and enable investment in innovation by business firms. This gaping lacuna is particularly problematic because many of the largest industrial corporations in the United States place a far higher priority on distributing the contents of the corporate treasury to shareholders in the form of cash dividends and stock buybacks for the sake of higher stock yields than on investing in the productive capabilities of their workforces for the sake of innovation. Based on analyzes of the “financialization” of major U.S. business corporations, I argue that, unless Build Back Better includes an effective policy agenda to encourage and enable corporate investment in innovation, the Biden administration’s program for attaining stable and equitable growth will fail. Drawing on the experience of the U.S. economy over the past seven decades, I summarize how the United States moved toward stable and equitable growth from the late 1940s through the 1970s under a “retain-and-reinvest” resource-allocation regime at major U.S. business firms. Companies retained a substantial portion of their profits to reinvest in productive capabilities, including those of career employees. In contrast, since the early 1980s, under a “downsize-and-distribute” corporate resource-allocation regime, unstable employment, inequitable income, and sagging productivity have characterized the U.S. economy. In transition from retain-and-reinvest to downsize-and-distribute, many of the largest, most powerful corporations have adopted a “dominate-and-distribute” resource-allocation regime: Based on the innovative capabilities that they have previously developed, these companies dominate market segments of their industries but prioritize shareholders in corporate resource allocation. The practice of open-market share repurchases—aka stock buybacks—at major U.S. business corporations has been central to the dominate-and-distribute and downsize-and-distribute regimes. Since the mid-1980s, stock buybacks have become the prime mode for the legalized looting of the business corporation. I call this looting process “predatory value extraction” and contend that it is the fundamental cause of the increasing concentration of income among the richest household units and the erosion of middle-class employment opportunities for most other Americans. I conclude the paper by outlining a policy framework that could stop the looting of the business corporation and put in place social institutions that support sustainable prosperity. The agenda includes a ban on stock buybacks done as open-market repurchases, radical changes in incentives for senior corporate executives, representation of workers and taxpayers as directors on corporate boards, reform of the tax system to reward innovation and penalize financialization, and, guided by the investment-triad framework, government programs to support “collective and cumulative careers” of members of the U.S. labor force. Sustained investment in human capabilities by the investment triad, including business firms, would make it possible for an ever-increasing portion of the U.S. labor force to engage in the productive careers that underpin upward socioeconomic mobility, which would be manifested by a growing, robust, and hopeful American middle class.
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Raso-Domínguez, Xavier, Diana Vazquez Espinosa, Gift Dembetembe, and Philippe Gugler. The Equality Cookbook: Swiss Companies’ Recipes for Gender Parity. Cantonal and University Library Fribourg, 2025. https://doi.org/10.51363/unifr.ewp.r7xxx6.

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Corporations are under increasing pressure to align with SDG 5 (Gender Equality), ensuring equal opportunities for women and men in leadership, pay, and career growth. While studies on gender equality are growing, limited research explores the evolutionary paths leading to gender parity. This paper employs Time-Series fuzzy-set qualitative comparative analysis (TS/fsQCA) to examine the distinct and evolving paths that lead to gender parity within Swiss companies between 2020 and 2023. By analysing configurations of variables, including board independence, changes in women’s representation in managerial positions, executive compensation tied to ESG goals, CSR evaluations, and alignment with SDGs reported in annual disclosures, the study identifies how these elements combine to advance gender parity. The analysis reveals multiple pathways to achieving gender parity, with distinct combinations of conditions driving progress over time. While earlier years highlight the pivotal role of women in leadership positions, later years demonstrate increasing reliance on integrated strategies incorporating ESG-linked practices and SDG alignment. Furthermore, the study identifies the evolution of corporate approaches, showing that pathways have become more complex as firms adapt to changing regulatory and societal expectations. These findings contribute to understanding how corporate governance structures, strategic alignment with social goals, and evolving business practices support the advancement of gender parity in the corporate sector. By shedding light on temporal variations, the study offers actionable insights for policymakers and practitioners aiming to foster gender parity through sustainable corporate strategies.
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Pasupuleti, Murali Krishna. Quantum Startups: Challenges in Deep-Tech Commercialization. National Education Services, 2025. https://doi.org/10.62311/nesx/rrvi325.

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Abstract Quantum startups are at the forefront of deep-tech commercialization, driving advancements in quantum computing, quantum cryptography, and quantum sensing. However, despite their revolutionary potential, these startups face significant technical, financial, and regulatory challenges that hinder their scalability and market adoption. Unlike traditional tech ventures, quantum startups require high capital investment, specialized infrastructure, and long R&amp;D cycles, making them dependent on government funding, venture capital, and corporate partnerships. This research examines the key barriers to commercializing quantum technologies, including qubit coherence, error correction, and hardware scalability, as well as the talent shortages and intellectual property (IP) complexities associated with quantum innovation. Additionally, it explores regulatory hurdles, investment risks, and emerging business models that shape the quantum industry. By analyzing successful quantum startups, global quantum policies, and strategic commercialization frameworks, this study provides a comprehensive roadmap for accelerating deep-tech quantum entrepreneurship and bridging the gap between research breakthroughs and market-ready quantum solutions. Keywords Quantum startups, deep-tech commercialization, quantum computing, quantum cryptography, quantum sensing, quantum innovation, venture capital, quantum R&amp;D, quantum hardware scalability, investment risks in quantum technology, quantum business models, intellectual property in quantum tech, quantum industry regulations, quantum error correction, qubit coherence, quantum entrepreneurship, quantum commercialization strategies, government funding for quantum startups, talent shortage in quantum science, quantum ecosystem development.
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Delpeuch, Samuel, Ana Cinta González Cabral, Felix Hugger, and Pierce O’Reilly. MNE Business Functions and Corporate Taxation. Organisation for Economic Co-Operation and Development (OECD), 2025. https://doi.org/10.1787/53109021-en.

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NMR Publikation. Nordic Strategy for Corporate Social Responsibility. Nordisk Ministerråd, 2012. http://dx.doi.org/10.6027/anp2012-755.

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West, George, Marco Velarde, and Alejandro Soriano. IDB-9: Operational Performance and Budget. Inter-American Development Bank, 2013. http://dx.doi.org/10.18235/0010526.

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In IDB-9 the Board of Governors of the Inter-American Development Bank (IDB) mandated the adoption of a results-based budgeting process (RBB) that would be aligned to and would help achieve the key performance targets of the Corporate Results Framework (CRF), as well as improve accountability and transparency. In addition, they mandated the use of a Balanced Score Card Performance Management System (BSC) that would incorporate the results from an External Feedback System (EFS). The Governors also requested that the Bank continue its efforts to improve organizational efficiency. The IDB has made significant progress in improving the quality and availability of information related to the budget and the associated work program, and in developing and enhancing the systems to support the budget planning and monitoring process. Many of the actions defined in the RBB Framework document can be considered complete from a technical perspective, but the RBB is still a work in process. One major area that RBB planners underestimated was the effort and time it would take to create an organization that uses data to manage for results. This effort must involve all levels of Management and be accompanied by appropriate incentives. Work on this cultural change has started but will extend beyond the planned three-year RBB implementation period. The BSC effort resulted in organizational learning and the development of a number of performance indicators, but it failed to achieve its objective of implementing a BSC that would provide the Bank with a Strategic Planning and Management system to help ensure the alignment of business activities with organizational strategy and provide a focused, comprehensive perspective of the Bank¿s organizational performance.The EFS is just being restarted, and preliminary results are expected in early 2013. Work is under way to improve operational efficiency, but the RBB data provide limited support to this activity, as most of the efficiency indicators are related to cycle times and not budget. OVE provides several suggestions for future work: (i) increase the focus, attention, and resources devoted to the RBB change management process to help achieve the culture change needed to create an organization that "manages for results"; (ii) plan for the involvement of all levels of Management, use internal and external experts in this process, and recognize that the process will take time; (iii) with Human Resources, create and implement incentives to recognize and reward behavior and good practices that can change the Bank¿s culture; (iv) consider raising the sponsorship level of the RBB, possibly combining it with the Program Optima governance structure; (v) focus on creating a limited set of performance indicators that drive the Bank¿s business and that link to its strategy, objectives and priorities; and (vi) reexamine the budget process to identify key constraints (for example, the head count ceiling) and reexamine the timing of performance reporting and budget allocations/reallocations to ensure alignment.
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Siota, Josemaria, Yanina Kowszyk, and Mª Julia Prats. European deep-tech scaleups. Corporate partnership strategy. Servicio de Publicaciones de la Universidad de Navarra, 2025. https://doi.org/10.15581/018/78601.

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Brattman, Marian, and Aidan Waterstone. Research Strategy. Tusla: Child and Family Agency, 2015. http://dx.doi.org/10.52516/rs0001.

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The Tusla Research Strategy sets out a long term action plan for active engagement within the context of the Tusla Corporate Plan and a sector wide strategic approach to knowledge about children’s lives.
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