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Journal articles on the topic 'Business hierarchy'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

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1

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

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The business environment is undergoing dynamic changes such as the increased competition and the development of new technologies. Companies have been increasingly interested in improving their business performance. In the literature on B2B markets there is a high-level agreement that principal's performance can be improved towards holding fewer and closer relationships. Increasing long term relationships represents a starting point for competitive advantage. Research and practice on marketing channel management have proven the importance of managing relationships between people or organization

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

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

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

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

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Objective - Business Intelligence has little bearing with graphs and dashboards of traditionally defined Business Intelligence. Rather it is all about experience and sound judgement of the person at the helm of the decision-making process. In line with this view, we evaluate and subsequently, reposition the current definition of Business Intelligence in the literature. Methodology/Technique - The initial development of the data, information, knowledge and wisdom (DIKW) hierarchy excluded intelligence and so it never questioned the accepted definition of Business Intelligence. The extended DIKI

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

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

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

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7

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

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

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

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Objective. To compare the Business process management and the analytic hierarchy process as the tools of process performance assessment. Instruments and Methods. Case study of the attention process of rheumatology patients. Business process management and analytic hierarchy process were applied to assess the redesign of the attention process. The two methods were compared. The data were obtained through personal observations, an interview with a Colombian health insurer’s senior executive, and retrospective documentary analysis. Results. Both methods assessed the process redesign as an improve

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

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

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

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Abstract After conducting an extensive analysis of both the specialised literature and practice and identifying three types of corporate social entrepreneurship in my PhD thesis titled “Corporate social entrepreneurship - the new paradigm of reshaping and rethinking business”, I decided to determine which of the three approaches is mostly suited for the Romanian market. The three types of corporate social entrepreneurship: corporate social entrepreneurship as local development tool, corporate social entrepreneurship as market development tool, and corporate social entrepreneurship as transform

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

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

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13

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

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

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

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The article describes the stages in the formation of cross-border business partner networks in rural tourism with the business needs of its participants in the focus. The methodological basis of the research is the approach of A. Maslou, suggesting that human needs are organized in a hierarchical order. By analogy with the concept of Maslou, we assume that the motives of entrepreneurs which define their business activities are organized hierarchically as well. Upon reaching a certain level in the hierarchy of motivation entrepreneurs feel the need for co-operation within a network association.

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

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

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

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A good marketing strategy needs to be applied in Tempe chips business. The purpose of this investigation is how the business description Tempe chips business & determine an effective marketing strategy based on the Analytical Hierarchy Process (AHP) business criteria on costs, sales value and profits. This method utilized a random sampling method with several samples studied by 23 industries. Analytical Hierarchy Process (AHP) is applied to determine between alternative kiosk strategies and consignment. The result showed that the more effective strategy was using its kiosk. Analytical Hier

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17

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

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18

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

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19

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

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20

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

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Abstract Kemplang Tunu (panggang) is one of the typical snack products from South Sumatra that is very popular by the community. Langgang's business is a new roast camper business established in June 2020.This research on business actors is a first step strategy in business development do that it can last in the long term, this triggers researchers to find out what alternative strategies are in accordance with Langgang's efforts in increasing sales. This research uses descriptive qualitative with Soft Systems Methodology (SSM) and Analytical Hierarchy Process (AHP) method and Expert Choi

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

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Business enterprises need to show high performance in their industries in order to achieve a sustainable competition. This is not related only to individual performances, and each link on supply chain may have a considerable effect on business performance. Therefore, supply chain management is quite essential to the enterprises that supplier selection is one of its key elements to be run, and another is establishing the form of packaging before the supplier delivers the ordered raw materials. Raw material costs are influenced by the ability to determine such issues as packaging way, type of ca

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

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PT Bandar Madani 165 which has a trademark of Ticket Terminal, is a company engaged in aircraft ticket sales service and currently has more than 200 business partners. The lack of information of business partners who are active in running and promoting the business of air ticket sales makes PT Bandar Madani 165 difficulty in giving appreciation apresisi to business partners who excel and the absence of methods used in giving appreciation. Therefore, an Analytical Hierarchy Process (AHP) method is needed to help make decisions. In this study, to facilitate the testing used five alternative busi

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23

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

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The extent to which state authorities can regulate the externalities and the behaviour of multinational corporations (MNCs) is limited. This is especially true when MNCs operate in or do business with fragile states that lack the willingness and/or resources to effectively and legitimately regulate businesses. However, MNCs often engage in private regulation to remedy some of the problems that unregulated business behaviour creates. In this article we examine what limits the effectiveness and legitimacy of the contributions made by MNCs to global governance. We explore the mechanisms that stat

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

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The transition to a circular economy is often associated with appropriate business models, which should, among other things, help to replace the conventional `end-of-life? concept regarding commodities with restoration and environmental design. This systemic change appears to be closely linked to the waste hierarchy: prevention of waste, reuse of old commodities and recycling of waste. The paper shows that there are various problems for businesses to maintain the waste hierarchy in the context of a circular economy. The intrinsic nature of environmental commodities and, in particular, societal

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

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26

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

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27

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

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

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

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

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Effectively managing information resources is an important activity contributing to the competitive advantage of modern organizations. Organizational knowledge workers must be able to search for pertinent information quickly and effectively. This research identifies the relative usefulness of the metadata elements associated with the Dublin Core metadata standard for the effective retrieval of three different information resources – structured business intelligence reports, structured spreadsheet reports, and unstructured reports in formats such as Word and PowerPoint. A survey of knowledge wo

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

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

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

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

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

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Purpose – First, the purpose of this paper is to describe and analyze the role of the components in the creation of a partnering way of working; second, to illustrate how the achievement of such collaborative state is dependent on a hierarchy of constructs. Design/methodology/approach – The paper builds on a large case study of a successful Swedish partnering project. The case, studied through extensive interviews and observations, was process-oriented and analyzed using a theoretically driven thematic analysis. Findings – It is shown that components exist on different levels and constitute di

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

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While the institutionalization of some of Colombia’s largest family-owned businesses is often explained with reference to the global economic liberalization of the 1990s and the need for smooth intergenerational transference of property and management, this article connects the increasing popularity of these specialized managerial measures to long-standing structures of social hierarchy and group formation in the country. Drawing on twenty months of ethnographic research among members of industrial elite business-owning families, I argue that the increasing prevalence of these measures cannot

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

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The aim of the research is to confirm whether gender, age, residence in rural or urban areas and work experience influence the peculiarities of hierarchy of leaders’ personal values, and also to investigate the differences in the hierarchy of leaders’ personal values and that of their subordinates. The significant changes in the social value system create for the majority of people the urgent need to adopt new benchmarks and rebuild their personal values system. This also applies directly to the modern leader who is trying to reach a mutual understanding in the relationship. The goal of our re

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

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

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

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Employees in the company are the main resources required to be able to provide the best service and optimal performance. The selection of the best employees in a company is very important because it will determine the company's progress in the future. A home industry in East Kotawaringin Regency has 3 permanent employees. This Ramayana cracker business owner wants to know the best performance of his 3 employees, one of the effective ways in selecting employees is by implementing a decision support system and by using the Analytical Hierarchy Process (AHP) method, we make this research to help

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

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Purpose – The purpose of this paper is to study the level of importance existing among the indicators that were previously defined for a Performance Measurement Systems (PMS) and are relative to franchises in Brazil, using the Analytic Hierarchy Process (AHP) methodology, together with a series of tests, which are responsible by verifying the degree of reliability, robustness and stability of the parameters used and the results obtained. As a result, the author suggests that the diagnosing of the five delimited indicators have different relevance assigned to them. Design/methodology/approach –

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

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Abstract This study advances research on entrepreneurial orientation and business performance by assessing, prioritizing, ranking, and evaluating decision choices among entrepreneurial orientation attributes that influence small and medium scale enterprise performance in Nigeria. Data were gathered through the multi-criteria decision-making (MCDM) tool called analytic hierarchy process (AHP) based questionnaire administered to practicing entrepreneurs in Lagos State, Nigeria. The population of the study consists of all the firms (mainly small and medium scale businesses) registered by Lagos Ch

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

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Purpose – The purpose of this paper is to examine how occupational mobility varies over the business cycle and how selected factors contribute to occupational mobility in different stages of the business cycle. Design/methodology/approach – Using annual micro data from the Estonian Labour Force Survey (2001-2010) and implementing probit models with interaction terms, the paper investigates occupational mobility as a change of occupation in two successive years during recovery, boom and recession periods. Findings – The analysis indicates that occupational mobility is higher during the recovery

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

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<p>Business incubation is one of entrepreneurship development methods believed to have advantages compared with other SME development patterns. The model used in managing the business incubators is influenced by the business focus of the participants/tenants. In managing the ICT business incubators, there are some key factors slightly different from the management of others. However, the legal rules and standards for organizing various types of incubators are still equated. It is concerned that there will be some misunderstandings/misleading from the administrators or managers in providi

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

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Taking an iron mine in Shandong province as an example, building model by using analytic hierarchy process and fuzzy comprehensive evaluation method, evaluated the production and business operation condition of the three points ore mine. The analysis procedure was: first to select 10 factors which were more important among many internal factors influencing production and business operation status, and then to reuse analytic hierarchy process in two layers to determine various factors’ weight, finally to vote for the best point’s ore of operating conditions by fuzzy comprehensive evaluation. Ju

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

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Purpose – The aim of this paper is to deconstruct the organizational capability of ambidexterity into a typology of hierarchical dimensions that includes each type’s enabling mechanisms and capabilities. Design/methodology/approach – This work reviews and integrates extant literature on ambidexterity and the hierarchy of capabilities to distinguish dimensions of ambidexterity and link each type to capabilities identified in prior research. Findings – A hierarchy involving zero-, first- and second-order ambidexterity is developed. Mechanisms and capabilities for creating and sustaining each typ

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

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

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

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

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The purpose of this research is to examine the relative effect of contingencies such as organizational characteristics and business environment on the implementation of quality management system in business. The predictor variables affect the adoption of quality management system at different levels. Nonetheless, these influential levels have not been assessed and compared amongst the predictor variables. This research uses the analytic hierarchy procedure to evaluate and rank the comparative importance that the predictor variables play in implementing quality management system in business. Th

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

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

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<p>Public awareness about healthy lifestyles leads people to want to understand more about the food they consume. Choosing organic vegetables is one alternative choices when seeking to have a healthy body and healthy lifestyle. Unfortunately, not a lot of organic vegetable farmers in Indonesia succeed in seizing the organic vegetable market rather than the non-organic and the competition with imported organic vegetables into Indonesia prevents farmers from thriving. This study aims to: 1) Analyze the factors affecting the competitiveness of the organic vegetables market; 2) Analyze the a

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