Journal articles: 'Business management model'

1

Lisse, Stanislav. "Strategic management and business model." Tehnika 78, no. 2 (2023): 237–44. http://dx.doi.org/10.5937/tehnika2302237l.

Full text

Abstract:

With the help of numerous quotes from books and textbooks by contemporary authors of indispensable works on strategy and strategic management, I tried to provide the reader with a series of definitions of key terms and point out the importance of the correct sequence of activities in the strategy development phase. Strategic management, although young, is a very large scholarly field (most textbooks focus mainly on strategy development, the first of the three phases of strategic management, and most are more than 900 pages long). The second and third phases, the implementation and evaluation of the strategy, are mostly omitted with the explanation that they depend on the economic branch in which the organization operates. Here is article four, excerpted from my unpublished monograph on business strategy. In the previous three articles, I tried to present, through quotes from renowned authors, the modern understanding of strategy and its role in the organization's efforts to achieve a favorable position on the market and successfully resist the attacks of agile competitors. Many academics believe that a business model is a picture (a picture is worth a thousand words) of a realized strategy and that it is the finale of strategic management, which consists of a series of activities that natural evolution has kept as crucial in the fight for the survival of not only living beings but also of every organization.

APA, Harvard, Vancouver, ISO, and other styles

2

Prihandono, Dorojatun, Andhi Wijayanto, and Dwi Cahyaningdyah. "Franchise business sustainability model: Role of conflict risk management in Indonesian franchise businesses." Problems and Perspectives in Management 19, no. 3 (2021): 383–95. http://dx.doi.org/10.21511/ppm.19(3).2021.31.

Full text

Abstract:

Franchising is one of the most trustworthy strategic alliance formations to start or expand businesses. Like many other business formations, franchise businesses need sustainable and long-term running; these objectives can be reached by a proper relationship between partners – the franchisor and the franchisee – in the alliances. Both partners’ perspectives are valuable inputs to provide insight into understanding the sustainability of Indonesian franchise businesses. Furthermore, in any type of strategic alliances conflict is a risk that needs to be managed properly. This study aims to examine the relationships of determinants that influence franchise business sustainability. The determinants are risk management, trust, satisfaction, and sustainability. The study applies confirmatory factor analysis using structural equation modeling (SEM) AMOS software. Respondents in this study are franchisors and franchisees in the Indonesian retail and food and beverages (F&amp;amp;B) sectors, the study accommodates 204 respondents. Based on the analysis the study reveals that there is a positive relationship between risk management and satisfaction. Risk management also has a positive relationship with survivability; trust and satisfaction also have a positive relationship. Meanwhile, there is no relationship between satisfaction and survivability and the last relationship is between trust and survivability that has no positive relationship between the determinants. This study provides clearer insight to understand the relationships between determinants that influence franchise business survivability in Indonesia, especially based on both parties’ perspectives.

APA, Harvard, Vancouver, ISO, and other styles

3

Matviienko, Maryna. "THE PORT BUSINESS PROCESS ANALYSIS AS THE MANAGEMENT MODEL." Development of Management and Entrepreneurship Methods on Transport (ONMU) 79, no. 2 (2022): 18–26. http://dx.doi.org/10.31375/2226-1915-2022-2-18-26.

Full text

Abstract:

Abstract.The research presented in this article is aimed at developing a methodology for decomposing business processes that take place in the port, into components and finding optimal approaches to their management within the port enterprises. The aims are to carry out a schematic grouping of operations and management decisions of port operators by management areas and to analyze the role of business processes in achieving enterprises commercial goals. Different approaches to structuring business processes are consi-dered, and the methodology used in this article, based on UML (Unified Modeling Language), is chosen, as it is a powerful analytical method for creating charts from different data and information sources. Based on the analysis of port operators of Ukrainian sea trade ports, a general profile of the port operator has been deve-loped, which reflects the evolution of business processes of maritime transport enterprises from one of the simplest forms to another, which is a typical modern transport enterprise.The article is devoted to the main trends in the work of Ukrainian seaports. The importance is emphasizedensuring the manageability of such a complex system as the maritime transport enterprise, and emphasizes the importance of identifying specific business processes specific to port enterprises, and highlighting the specifics of the analysis of general business processes. Based on the analysis of opportunities for growth of exports, imports and transit, it was determined that the greatest potential for further development of port operators is to expand the cargo base and attract transit cargo, so the emphasis is on building relevant business processes. The main reasons for restructuring or transformation of the business model of the enterprise are identified. The main sectors of restructuring of the port operator's business model have been identified.Keywords: port, port operator, business process, cargo turnover, transit.

APA, Harvard, Vancouver, ISO, and other styles

4

Melo, A., J. Cunha, and P. Ferreira. "Business model for forest management." Procedia Manufacturing 13 (2017): 940–47. http://dx.doi.org/10.1016/j.promfg.2017.09.164.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

Ladzani, Watson. "Benchmarking the South African Excellence Model against worldclass best practice business Excellence Models." Environmental Economics 7, no. 4 (2016): 8–19. http://dx.doi.org/10.21511/ee.07(4).2016.01.

Full text

Abstract:

This study benchmarks South African Excellence Model (SAEM) against selected similar models in developed economies. The primary research question is: Why are South African small and medium enterprises (SMEs) not performing well in comparison to similar businesses in developed economies? The objectives of the study are to compare SAEM against worldclass best practice business excellence models, measure and rate SMEs management performance criteria. Random sampling was used to select SMEs in the construction industry. The findings revealed SAEM as equally a good model as worldclass best practice models. Empirical results revealed low management performance scores in comparison with those of worldclass best practice. Recommendations included aggressive marketing of SAEM and introducing continuous performance management improvement strategies on poorly rated criteria. Keywords: benchmarking, business excellence models, developed economies, management performance, small and medium enterprises. JEL Classification: L26, O1, L25

APA, Harvard, Vancouver, ISO, and other styles

6

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 (2021): 185–97. http://dx.doi.org/10.21511/ppm.19(1).2021.16.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

7

Reijers, H. A., R. S. Mans, and R. A. van der Toorn. "Improved model management with aggregated business process models." Data & Knowledge Engineering 68, no. 2 (2009): 221–43. http://dx.doi.org/10.1016/j.datak.2008.09.004.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Basile, Alessandro, and Rosario Faraci. "Aligning management model and business model in the management innovation perspective." Journal of Organizational Change Management 28, no. 1 (2015): 43–58. http://dx.doi.org/10.1108/jocm-10-2013-0199.

Full text

Abstract:

Purpose – The purpose of this paper is to present some evidence on the role of management models in the implementation or in the transformation of the business models, highlighting the pivotal role of managerial dynamic capabilities. The analysis provides relevant lines of managerial action both strategic and operational levels. Design/methodology/approach – An innovative conceptual analysis is proposed. Managerial dynamic capabilities play a central role in the coupled link between management model and business model at the organizational level. Findings – The authors propose a highly usable and generalizable conceptual model for management practices, strategic planning and operational assessment. Originality/value – This paper investigates a new emerging research stream of management innovation theory. The research presents a new and innovative conceptual analysis of management model and business model alignment. This theme has not been explored in prior researches and represents an experiment to pair the management model and the business model evidence.

APA, Harvard, Vancouver, ISO, and other styles

9

Daly, Peter. "Business apprenticeship: a viable business model in management education." Journal of Management Development 36, no. 6 (2017): 734–42. http://dx.doi.org/10.1108/jmd-10-2015-0148.

Full text

Abstract:

Purpose The purpose of this paper is to position the business apprenticeship model (a work-based learning model where student managers alternate between academic and workplace learning) at a political, institutional and student level in order to explain how it fits within the French business education landscape and how it is considered as a viable business model in management education. Design/methodology/approach Business apprenticeship is analysed through the prism of Osterwalder and Pigneur’s (2010) Business Model Canvas to evaluate the nine dimensions of the business model: customer segments, value proposition, customer channels, customer relationships, revenue streams, key resources, key activities, key partners and cost structure. Findings Two major advantages of the model are identified, namely, the potential for widening participation and affordability and three concerns are outlined: the corporate vision of the apprentice, the recent governmental reforms on funding this model, and the potential synergies between theory and practice. Research limitations/implications This paper is useful for all those who wish to develop an apprenticeship track within their business schools and for employers who are considering the development of apprenticeship partnerships with business schools. Originality/value This paper provides insight into business apprenticeship as a work-based learning model.

APA, Harvard, Vancouver, ISO, and other styles

10

Kim, Hwa-Kyoung, and Eun-Ju Kim. "Business Transaction Preparation Plan for Business Reference Model Management." Journal of Korean Society of Archives and Records Management 14, no. 4 (2014): 199–219. http://dx.doi.org/10.14404/jksarm.2014.14.4.199.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

Terai, Koichi, Masahiko Sawai, Naoki Sugiura, Noriaki Izumi, and Takahira Yamaguchi. "Business process semi-automation based on business model management." International Journal of Intelligent Systems in Accounting, Finance & Management 11, no. 4 (2002): 215–34. http://dx.doi.org/10.1002/isaf.237.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

LI, Xiang-Ning, Ke-Gang HAO, and Ke ZHAO. "A New Business Process Management Model." Chinese Journal of Computers 31, no. 1 (2009): 104–11. http://dx.doi.org/10.3724/sp.j.1016.2008.00104.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Sergienko, Ia. "A Cooperative Model of Business Management." Problems of Economic Transition 43, no. 10 (2001): 53–64. http://dx.doi.org/10.2753/pet1061-1991431053.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Darudiato, Suparto. "BUSINESS PERFORMANCE MANAGEMENT; AN IMPLEMENTATION MODEL." CogITo Smart Journal 6, no. 2 (2020): 262. http://dx.doi.org/10.31154/cogito.v6i2.163.262-271.

Full text

Abstract:

The competitions in industries are very intense nowadays, because of that, a system that can easily use and quickly provide information needed. In recent times, ICT is a part of the company's strategy. This paper will discuss the relation of the company's strategies and their ICT implementation, which used to create knowledge for decision-making. Based on the literature research and interview that have been done so far, a Business Performance Management if formulated into a model can easily monitor the achievement of the company

APA, Harvard, Vancouver, ISO, and other styles

15

Braet, Olivier, and Pieter Ballon. "Business Model Scenarios for Remote Management." Journal of Theoretical and Applied Electronic Commerce Research 2, no. 3 (2007): 62–79. http://dx.doi.org/10.3390/jtaer2030022.

Full text

Abstract:

This article critically appraises business model challenges in implementing remote management functionalities. Remote management is believed to create new service opportunities and foster convergence between previously dissociated islands of end user devices. Conflicting business logics from disparate industries, however, run counter to this attempt at centralization. We introduce a generic business modeling methodology that aims to move beyond traditional ICT investment appraisal techniques by combining four critical dimensions of design. We develop four business model scenarios based on the organizational design choice of ‘degree of vertical integration’ and the product design choices of ‘degree of product modularity’ and ‘distribution of intelligence’ and offer a description of the effect of these design choices on the intended customer value.

APA, Harvard, Vancouver, ISO, and other styles

16

Koh, S. C. L., A. Gunasekaran, and S. M. Saad. "A business model for uncertainty management." Benchmarking: An International Journal 12, no. 4 (2005): 383–400. http://dx.doi.org/10.1108/14635770510609042.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

Pagano, R. "Knowledge Management and Business Model Innovation." European Journal of Information Systems 11, no. 4 (2002): 296–97. http://dx.doi.org/10.1057/palgrave.ejis.3000414.

Full text

APA, Harvard, Vancouver, ISO, and other styles

18

Radtke, Stefan Ulrich. "Bernd W. Wirtz: „Business Model Management“." Zeitschrift für Betriebswirtschaft 81, no. 3 (2011): 351–53. http://dx.doi.org/10.1007/s11573-011-0437-z.

Full text

APA, Harvard, Vancouver, ISO, and other styles

19

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

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

20

Osterwalder, Alex, and Jim Euchner. "Business Model Innovation." Research-Technology Management 62, no. 4 (2019): 12–18. http://dx.doi.org/10.1080/08956308.2019.1613114.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

Sandstrom, Christian, and Ralf Geert Osborne. "Managing business model renewal." International Journal of Business and Systems Research 5, no. 5 (2011): 461. http://dx.doi.org/10.1504/ijbsr.2011.042094.

Full text

APA, Harvard, Vancouver, ISO, and other styles

22

Kyfyak, Viktoriia, Andrii Antokhov, and Serhii Todoriuk. "BUSINESS MODEL AS A VALUE MANAGEMENT TOOL." Baltic Journal of Economic Studies 7, no. 2 (2021): 110–17. http://dx.doi.org/10.30525/2256-0742/2021-7-2-110-117.

Full text

Abstract:

Urgency of the research. In the crisis conditions of quarantine, business modelling has become the subject of scientific debate and demand from businesses. Applying conservative approaches to business models has caused significant financial losses and depreciation of business value. Thus, value models that reflect the assessment of various business processes in monetary terms are becoming especially relevant. Therefore, managers understand the synergetic effect of the procedural approach to business processes construction and the component contribution of business processes in achieving the goals of the enterprise. The research purpose is the improving of the scientific principles and development of a methodical approach to improvement of scientific bases and the formation of a business model from a value point of view, which has practical significance for the formation of a vision of business development. Uninvestigated parts of general matters defining. In the conditions of social crisis and fluctuations, many tools of business development and its business modelling have lost their relevance. Businesses need to find the latest approaches to business structuring and development. Research methodology. The basis of the study is a systematic analysis and a comprehensive approach to the formation of methods for building a cost-effective business model of the enterprise. Analysis and synthesis were used to characterize approaches to business modelling and determine their features, and the dialectical method was used to formulate the essence of the category “business model”. Using statistical methods allowed to get trends in the business and its modelling analysed. For a complex representation of the model, a graphical method was used (for visualization of the model) and economic mathematical modelling for the representation of the model, which has practical significance in the trends of digitalization of business processes. Results. The article substantiates that the formation of a value business model is a prerequisite for a radical rethinking of business approaches, creating the potential for its development and a starting point for innovation and change. After analysing different approaches to business modelling and to estimating the value of business on the basis of a systematic approach, a value business model is proposed, which consists of a value rhombus and a square of potential. This model includes all business processes of the enterprise and assesses the potential of business development. The mathematical expression of the components of the model that corresponds to the process approach and cost evaluation and can serve as a tool for forming a software product is proposed. The advantages of applying such a model in practice are substantiated. Practical implications. The business model and clear well-defined mechanisms of its formation are a necessary requisition for business development. Scientists are often inclined to think that a business model is a complex mathematical or econometric expression. However, in practice, it is the graphic visualization of the business structure that is important in terms of forming a deep understanding of business as a system and areas for improving its components. Value/originality. The proposed approach to business modelling can be used in the following areas: evaluation of business efficiency as an individual enterprise, and in comparison as well; assessment of investment attractiveness of the business; assessment of business potential and directions of its development; analysis of the market potential of the enterprise; strategic analysis of business development and determination of its competitive advantage; a basis for the software or systems of the Workflow class development.

APA, Harvard, Vancouver, ISO, and other styles

23

Li, Zhigang, Shining He, Jing Ning, Zhen Liu, Jingwei Zhang, and Xin Du. "Business model transfer mechanism." Nankai Business Review International 11, no. 1 (2019): 44–68. http://dx.doi.org/10.1108/nbri-06-2019-0021.

Full text

Abstract:

Purpose Starting from corporate entrepreneurship, spin-off entrepreneurship and business model theory, this paper aims to examine the key influential factors and inherent mechanism in the process of business model transfer from parent enterprise to spin-off start-ups. Design/methodology/approach Grounded theory method is fit for constructing theoretical models, which can discover and interpret phenomenon and activities. According to the guidance of theoretical sampling and other core principles in grounded theory, this study extracts two parent enterprises named Haier and Phnix and lots of spin-offs derived from them. Findings This paper presents the theoretical framework that business models transfer from parents to spin-offs and probes into the embedding logic and connection relationship between factors and categories in this process, such as preconditions, incubation veins, business model elements, stripping mechanism and independent operations. Research limitations/implications Although this study is focused on the manufacturing industry, the main characteristics, comparative advantages, governance rules summarized from transfer activities of business model in spin-off entrepreneurship can also bring inspirations to both parent enterprises and spin-off start-ups. Originality/value Excavates process and mechanism of business model transfer from internal to external, extends the theoretical perspectives about existing related theories such as corporate entrepreneurship, spin-off entrepreneurship and business model theory and reveals new approaches and methods on business model design, which is different from the past way.

APA, Harvard, Vancouver, ISO, and other styles

24

CAVALCANTE, SÉRGIO ANDRÉ. "DESIGNING BUSINESS MODEL CHANGE." International Journal of Innovation Management 18, no. 02 (2014): 1450018. http://dx.doi.org/10.1142/s1363919614500182.

Full text

Abstract:

The aim of this paper is to base organisational change on the firm's business model, an approach that research has only recently start to address. This study adopts a process-based perspective on business models and insights from a variety of theories as the basis for the development of ideas on the design of business model change. This paper offers a new, process-based strategic analytical artefact for the design of business model change, consisting of three main phases. Designing business model change as suggested in this paper allows ex ante analysis of alternative scenarios of change in a structured and comprehensive way. Such a tool is useful for obtaining an overall view of the working logic of the firm and to facilitate innovation through change. The main contribution of this paper is to transform management theories into an instrument that can be helpful for companies to develop their capacity to change in a more focused and structured way.

APA, Harvard, Vancouver, ISO, and other styles

25

Maryska, Milos, and Jaroslav Wagner. "REFERENCE MODEL OF BUSINESS INFORMATICS ECONOMICS MANAGEMENT." Journal of Business Economics and Management 16, no. 3 (2013): 621–37. http://dx.doi.org/10.3846/16111699.2013.789449.

Full text

Abstract:

This paper is devoted to issues connected with processes that can be used for the management of economic efficiency of business informatics with the support in the area of Business Intelligence. We analyze the processes of the management of business informatics economics. We propose new model that takes into account requirements on the management of economic efficiency necessitated by accounting, managers of companies, differences in the method of accounting of business informatics cost and profits etc. Our model provides information that helps to define prices and costs for services provided by business informatics to other in-house units, provides information for cost analysis of each employee, total cost of each IS/ICT section, identifying the total costs of business informatics etc.

APA, Harvard, Vancouver, ISO, and other styles

26

Machado, Andreia de Bem, Andreza Regina Lopes da Silva, and Carlos Eduardo Negrão Bizzotto. "Mapping of Management Model for Business Incubator." IOSR Journal of Business and Management 19, no. 05 (2017): 28–34. http://dx.doi.org/10.9790/487x-1905052834.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Bonakdar, Amir, Karolin Frankenberger, Martin Bader, Florian Liegler, and Oliver Gassmann. "Business Model Innovation and Intellectual Property Management." Academy of Management Proceedings 2013, no. 1 (2013): 17500. http://dx.doi.org/10.5465/ambpp.2013.17500abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Wirtz, Bernd W., and Peter Daiser. "Business Model Innovation-Management: Ein integrierter Ansatz." WiSt - Wirtschaftswissenschaftliches Studium 47, no. 4 (2018): 17–22. http://dx.doi.org/10.15358/0340-1650-2018-4-17.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Chowdhary, P., K. Bhaskaran, N. S. Caswell, et al. "Model Driven Development for Business Performance Management." IBM Systems Journal 45, no. 3 (2006): 587–605. http://dx.doi.org/10.1147/sj.453.0587.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Kans, Mirka, and Anders Ingwald. "Business Model Development Towards Service Management 4.0." Procedia CIRP 47 (2016): 489–94. http://dx.doi.org/10.1016/j.procir.2016.03.228.

Full text

APA, Harvard, Vancouver, ISO, and other styles

31

Kanji, Gopal K., and Alfred Wong. "Business Excellence model for supply chain management." Total Quality Management 10, no. 8 (1999): 1147–68. http://dx.doi.org/10.1080/0954412997127.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

O’Dwyer, Michèle, and Eamon Ryan. "Management development – a model for retail business." Journal of European Industrial Training 26, no. 9 (2002): 420–29. http://dx.doi.org/10.1108/03090590210451515.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Avila Correa, Blanca Lucía, and Edwin Joselito Vázquez Erazo. "Business model for online construction services management." Revista Metropolitana de Ciencias Aplicadas 5, Suplemento 1 (2022): 285–97. http://dx.doi.org/10.62452/w4mbwg54.

Full text

Abstract:

The construction is one of the productive sectors with a high impact on the Ecuadorian economy because it affects the generation of employment and commercial activities of services and subsidiary products. It is highly sensitive to internal and external agents that impact the demand for the provision of its services. Its characteristics affect the informality with which services are contracted, which generates uncertainty and distrust in its users. The present study was based on the quantitative research approach to determine the levels of acceptance, the technical and financial feasibility of a business model for the cantonal capital of Azogues, which aims to regulate the provision of minor services and guarantee compliance with terms and conditions. agreements. Acceptance levels were determined through surveys targeting potential demand. A business architecture model of the technological infrastructure was proposed and the financial analysis was carried out that converged in the establishment of profitability indicators and the profitability threshold that guarantee its implementation. The results show a market that demands the digitization of service provision through a visibly profitable business model.

APA, Harvard, Vancouver, ISO, and other styles

34

Farahmand, Nasser Fegh-hi. "Total Business Management." Greener Journal of Economics and Accountancy 2, no. 1 (2012): 1–7. https://doi.org/10.5281/zenodo.3466727.

Full text

Abstract:

This paper describes the corporate-wide approach to Total Business Management (TBM) at organizations. TBM, referring to the internal systematic approach of the organization’s management and leadership to strive for business performance excellence, and Total Business Policy (TBP) referring to all those measures through which one creates and strengthens confidence and trust in outsiders, especially customers, towards the organization’s abilities and products. Naturally, TBP is a part of TBM. The paper reviews the strategy implementation, strategic control, business metrics, business channels and performance measurement literature to develop a conceptual model and research propositions. Current performance measurement guidelines are too generic for business managers and too reliant on financial measures. 

APA, Harvard, Vancouver, ISO, and other styles

35

Maltsev, Eduard. "Value-centered entrepreneur role model design." Problems and Perspectives in Management 16, no. 2 (2018): 252–59. http://dx.doi.org/10.21511/ppm.16(2).2018.23.

Full text

Abstract:

The article is devoted to developing a change model for entrepreneurial roles that allows to create a conceptual design for the roles of an entrepreneur at different stages of business development. The article highlights four key stages in the business development life cycle. At each step, business focuses on a certain type of client and the value created for that client. The business focus requires an entrepreneur to concentrate on performance of a certain role. An analysis of the literature about role modelling is provided. The article considers entrepreneurs’ roles at different stages of business development. There are several methodological approaches applied in the article. The systems approach and systems thinking allow to describe a business as a whole. Conceptual modelling allows to deal with complexity of a real business. Design approach allows to implement conceptual models in practice of the real business. The article proposes a change model for entrepreneurial roles and the related roles composition at the different stages of business development life cycle. This article uses the conceptual model as an analytical tool to develop a change model for entrepreneurial roles. The further development of the research relates to research of sub-roles composition for different entrepreneurial roles and abilities, necessary to perform the sub-roles efficiently.

APA, Harvard, Vancouver, ISO, and other styles

36

Kotliarov, Ivan. "Monetization Management in Restaurant Business." Food Processing: Techniques and Technology 51, no. 1 (2021): 146–58. http://dx.doi.org/10.21603/2074-9414-2021-1-146-158.

Full text

Abstract:

Introduction. The traditional model of restaurant business demonstrates an asymmetry between the structure of the complex service provided by restaurants and the structure of the customer payments, as restaurants normally charge only the price of meals while providing customers with a place for eating and offering them waiter services. This asymmetry creates mutual misunderstanding between restaurants and customers and undermines the performance of restaurants. Therefore, it creates a demand for a new model of monetization of restaurant service that would take into account the complex nature of these services.  Study objects and methods. The paper reviews the existing practice of restaurant business. It focuses on the case study of the True Cost restaurant chain (Moscow, Russia), which is a typical example of the “true cost” model. Models of monetization are structured on the basis of strategic matrices method. Results and discussion. The author described the non-economic and economic tools that can be used to capture the value created by the complex restaurant service and built a hierarchical model of monetization system. The “true cost” monetization model sets up separate prices for meals and dining room. The economic nature of this model presupposes a direct link between elements of customers’ payments, elements of the complex service provided by restaurants, and elements of cost – fixed and variable. The author defined advantages and disadvantages of the “true cost” model and assessed the possibility of using it in other sectors of service industry. The paper also introduces a structured system of monetization models in restaurant business. Conclusion. The tradition monetization model blurs the nature of the restaurant services and reduces the financial results. Restaurants should implement monetization models that valorize all elements of the complex service. This goal can be chieved by pricing different elements of the complex service separately.

APA, Harvard, Vancouver, ISO, and other styles

37

Bavyko, Oleksandr, and Mykola Faiengold. "Business processes as an object of management of modern business structures." Economic journal Odessa polytechnic university 1, no. 27 (2024): 36–44. https://doi.org/10.5281/zenodo.11081285.

Full text

Abstract:

Based on the systematization and generalization of scientific publications, the content characteristics of functional and process models of management are determined. It is established that the process model of management was formed in the conditions of the post-industrial period of economic relations development. The main factor in its formation was the introduction of automated and integrated management systems in the conditions of innovative development. A modern enterprise is considered as a set of business processes that consistently form a chain of added value creation. Management tasks in the field of business process management involve the formation of a system of main and auxiliary business processes, determination of their functions and relationships, standardization of the content and sequence of operations, ensuring interaction and control of efficiency.

APA, Harvard, Vancouver, ISO, and other styles

38

Gomes, Leonardo Augusto de Vasconcelos, Fabio Emanuel Farago, Ana Lucia Figueiredo Facin, Ximena Alejandra Flechas, and Lucas Emmanuel Nascimento Silva. "From open business model to ecosystem business model: A processes view." Technological Forecasting and Social Change 194 (September 2023): 122668. http://dx.doi.org/10.1016/j.techfore.2023.122668.

Full text

APA, Harvard, Vancouver, ISO, and other styles

39

Augenstein, Dominik. "The Opportunities of Using Business Models in Service Management - A Review and Classification of Business Model Artefacts." Journal of Service Management Research 3, no. 4 (2019): 184–94. http://dx.doi.org/10.15358/2511-8676-2019-4-184.

Full text

Abstract:

Through increased globalization and fast changing customer demands companies need to adapt their service management constantly. Business model approaches can provide a suitable base to comprehend the service management of a company. However, existing knowledge about the business model artefacts and the possibilities in service management is very diffuse. With this work, we want to shed light on the state-of-the-art of business model research with a specific focus on the different possibilities for a use in service management. We perform a systematic literature review and present a comprehensive overview of different existing business model artefacts including constructs, models, methods and instantiations. This can be possibly used to support service management and for future research this field. This demands requirements of suitable tool support from theory and practice both. It furthermore strengthens the relation between business modeling and service management. Overall, this research should strengthen the awareness of using the available business model capabilities for service management in order to create powerful management tools.

APA, Harvard, Vancouver, ISO, and other styles

40

P. Krupskyi, Oleksandr, Nataliia Stukalo, Nataliya A. Krasnikova, and Yelina A. Falko. "Franchising model for expansion of the international travel business." Problems and Perspectives in Management 15, no. 4 (2017): 230–42. http://dx.doi.org/10.21511/ppm.15(4-1).2017.07.

Full text

Abstract:

The hotel sector of the travel industry is the leader according to the indicator of economic growth, which is observed in both developed and developing countries. Even under the economic instability and global natural disasters, the industry has seen growth in recent years. The franchising model for expanding activities is central to all successful hotel chains.The article deals with the franchising model for the travel business expansion and the economic performance of hotel chains such as Marriott International, Wyndham Hotels, and Hilton. They hold a prominent place in the global hotel business, have a steady tendency to expand their business, hold high positions in the ranking of the best franchises in the world and have been recognized by experts.The main risks for the franchisor and franchisee are determined when making a decision on the expansion of the international travel business, which must be taken into account when developing new markets for hotel chains. The main advantages of the franchising model of expansion, which promote understanding between the parties of the franchise agreement, dynamicize hotel chains expansion and allow for reducing their expenses and increasing incomes.It was found that the growth of net profit and total income in the indicated hotel chains was due to the increase in the number of rooms in franchising and the positive dynamics of franchise income. A more dynamic pace occurred after the crisis growth in revenues from the franchisee compared with the managerial model. A closer relationship between revenues and key financial indicators has been proved when using a franchising model.

APA, Harvard, Vancouver, ISO, and other styles

41

Fynes, Brian, Seán de Búrca, and Sean Ennis. "A Contingency model of quality management and business-to-business relationships." Journal on Chain and Network Science 1, no. 2 (2001): 111–22. http://dx.doi.org/10.3920/jcns2001.x010.

Full text

Abstract:

This paper aims to contribute to, and link the areas of quality management and business-to-business relationships. To date, there has been limited empirical work at the interface of these areas. Accordingly, this study proposes and tests an integrated model based on both research areas. In doing so, we seek to address the following research question: what is the relationship between quality practices, quality performance and business-to-business relationships? To address this question, we develop a conceptual model, which draws on the contingency approach to research that is common in the strategy literature. We then test model with data collected from suppliers in the electronics sector in the Republic of Ireland. Data analysis of the data indicated considerable support for the conceptual model. We conclude with some reflections of the implications of our findings for both theory and practice.

APA, Harvard, Vancouver, ISO, and other styles

42

Polpinij, Jantima, Aditya Ghose, and Hoa Khanh Dam. "Mining business rules from business process model repositories." Business Process Management Journal 21, no. 4 (2015): 820–36. http://dx.doi.org/10.1108/bpmj-01-2014-0004.

Full text

Abstract:

Purpose – Business process has become the core assets of many organizations and it becomes increasing common for most medium to large organizations to have collections of hundreds or even thousands of business process models. The purpose of this paper is to explore an alternative dimension to process mining in which the objective is to extract process constraints (or business rules) as opposed to business process models. It also focusses on an alternative data set – process models as opposed to process instances (i.e. event logs). Design/methodology/approach – The authors present a new method of knowledge discovery to find business activity sequential patterns embedded in process model repositories. The extracted sequential patterns are considered as business rules. Findings – The authors find significant knowledge hidden in business processes model repositories. The hidden knowledge is considered as business rules. The business rules extracted from process models are significant and valid sequential correlations among business activities belonging to a particular organization. Such business rules represent business constraints that have been encoded in business process models. Experimental results have indicated the effectiveness and accuracy of the approach in extracting business rules from repositories of business process models. Social implications – This research will assist organizations to extract business rules from their existing business process models. The discovered business rules are very important for any organization, where rules can be used to help organizations better achieve goals, remove obstacles to market growth, reduce costly mistakes, improve communication, comply with legal requirements, and increase customer loyalty. Originality/value – There has very been little work in mining business process models as opposed to an increasing number of very large collections of business process models. This work has filled this gap with the focus on extracting business rules.

APA, Harvard, Vancouver, ISO, and other styles

43

Deepak, Prajapat, and Kulkarni Akanksha. "Database Management System: Data Model." Journal of Advances in Computational Intelligence Theory 5, no. 2 (2023): 1–9. https://doi.org/10.5281/zenodo.7907613.

Full text

Abstract:

<em>In this paper, we are talking about the modern application require database to catch and execute more in closure semantics than traditional application. In order to collect and analyse data, a database management system communicates with applications, end users, and the database itself. A database is a structured collection of data that is electronically accessible and stored. Large databases are housed on clusters of computers or cloud storage, whilst smaller ones can be maintained on a file system.           Data modelling, effective data representations and storage spaces. Languages, security and privacy of private information, and distributed computing concerns that permit concurrent access are all part of the design of databases. The primary tools offered to manage the database are also included in the DBMS software. A database system is the collective name for the database, the database management system, and any related applications. In this paper, we revisit the data models, in which such models play a role in the process. Analysis of the data objects and how they relate to other things is done through the process of data modelling. It is employed for the analysis of the data requirements needed for business processes. On the other hand we also talk on other essential part of data model and its types like relational, hierarchical, network and entity relational (ER) model.</em>

APA, Harvard, Vancouver, ISO, and other styles

44

Hajiheydari, Nastaran, Mojtaba Talafidaryani, SeyedHossein Khabiri, and Masoud Salehi. "Business model analytics: technically review business model research domain." foresight 21, no. 6 (2019): 654–79. http://dx.doi.org/10.1108/fs-01-2019-0002.

Full text

Abstract:

Purpose Although the business model field of study has been a focus of attention for both researchers and practitioners within the past two decades, it still suffers from concern about its identity. Accordingly, this paper aims to clarify the intellectual structure of business model through identifying the research clusters and their sub-clusters, the prominent relations and the dominant research trends. Design/methodology/approach This paper uses some common text mining methods including co-word analysis, burst analysis, timeline analysis and topic modeling to analyze and mine the title, abstract and keywords of 14,081 research documents related to the domain of business model. Findings The results revealed that the business model field of study consists of three main research areas including electronic business model, business model innovation and sustainable business model, each of which has some sub-areas and has been more evident in some particular industries. Additionally, from the time perspective, research issues in the domain of sustainable development are considered as the hot and emerging topics in this field. In addition, the results confirmed that information technology has been one of the most important drivers, influencing the appearance of different study topics in the various periods. Originality/value The contribution of this study is to quantitatively uncover the dominant knowledge structure and prominent research trends in the business model field of study, considering a broad range of scholarly publications and using some promising and reliable text mining techniques.

APA, Harvard, Vancouver, ISO, and other styles

45

Friedrich von den Eichen, Stephan, Joerg Freiling, and Kurt Matzler. "Why business model innovations fail." Journal of Business Strategy 36, no. 6 (2015): 29–38. http://dx.doi.org/10.1108/jbs-09-2014-0107.

Full text

Abstract:

Purpose – This paper aims to discuss the barriers to successful business model innovation and derive implications for management on how to overcome each barrier, as many attempts to innovate a business model have failed. Design/methodology/approach – The authors draw on their experience they gained in numerous business model innovation projects and identify barriers that occur along a cycle of business model innovation, the authors use case examples to describe the barriers and derive managerial implications. Findings – Barriers to successful business model innovation are related to barriers of awareness, search, system, logic and culture. Very often, these barriers are not recognized as such. Overcoming those barriers has to do with openness, with opening, with networking, with affirmation (and mastering) of complexity and thinking and acting in a whole. Originality/value – With this paper, the authors contribute to a better understanding of why many business model innovations fail, they identify and describe barriers to business model innovation and develop some recommendations for managers on how to overcome the barriers.

APA, Harvard, Vancouver, ISO, and other styles

46

KOVALENKO, Nadiia. "Digital management as an element of improving project management efficiency." Scientific Bulletin of Flight Academy. Section: Economics, Management and Law 6 (2022): 97–105. http://dx.doi.org/10.33251/2707-8620-2022-6-97-105.

Full text

Abstract:

The article considers information technology models as an element of improving the efficiency of project management. We investigated current trends in next-generation information technology development strategies and digitalization in project management using business models, namely "S.M.A.R.T. Management" and "ATOMM". A conceptual model of the relationship between management, implementation, management in digital project management is presented. Also the program of introduction of the conceptual model as an element of digitalization and increase of efficiency of process of project management is offered. Keywords: digital management, project management, business models S.M.A.R.T., "ATOMM" model.

APA, Harvard, Vancouver, ISO, and other styles

47

Pavlova, Valentyna A. "СИСТЕМИ КЕРУВАННЯ ПРОЦЕСАМИ В БІЗНЕС-ОРІЄНТОВАНІЙ МОДЕЛІ РОЗВИТКУ ПІДПРИЄМНИЦТВА". Європейський вектор економічного розвитку 2, № 33 (2022): 76–86. http://dx.doi.org/10.32342/2074-5362-2022-2-33-6.

Full text

Abstract:

The article examines the business processes of modern entrepreneurship. Based on the content analysis of approaches to their definition, management of their implementation, description in various spheres of economic activity, the need for automation and optimization, a conceptual pattern of business processes is proposed. According to the concept, the input and output criteria of business processes, their structure and sequence of operations and the interaction of units depending on the field of activity are chosen. Fact-checking of statistical information on the share of various types of economic activity in the formation of the gross domestic product was carried out, which allows us to determine their socio-economic significance and highlight the basis for the formation of the structure of business processes. Information on the results of a survey on the state and needs of business in wartime conditions is presented, ways of adapting entrepreneurship to the challenges of wartime and preserving and developing business are considered. The importance of the business team in achieving strategic and tactical goals is highlighted. The criteria by which the business team is evaluated are highlighted. , among them: responsibility for the quality of execution, distribution of areas of responsibility, highquality interaction, speed of adaptation of internal capabilities to external challenges, business climate of the external environment. It was established that the process-oriented model requires the presence of interconnected actions, the implementation of which ensures the achievement of the final result. To ensure business effectiveness, an appropriate algorithm for the implementation of actions and procedures is selected based on the structuring of business processes. The need to introduce a process approach in the management of a business entity and individual processes of its activity, where one of the tools is the selection of their management systems, is proven. The cause-and-effect relationship between the structure of business processes and the choice of an appropriate system for managing them and resources and influencing factors according to the Ishikawa diagram is determined, which will prevent risks and the occurrence of undesirable causes that prevent the achievement of business goals. The evolution of management and information technologies is considered, the stages of functionality of business process management systems in which business functions are automated are given. The characteristics of the MRP, MRP II, ERP, ERP II systems and their effectiveness for managing the processes of the business entity are given. Trends in the development of ERP systems related to the improvement of resource planning, inventory and production process management modules and the introduction of supply chain management and customer relationship management modules are highlighted. The introduction of digital technologies into the business processes of business entities allows the business to adapt to the uncertain conditions of the external environment.

APA, Harvard, Vancouver, ISO, and other styles

48

KATAYAMA, Keiji, and Tomonari YASHIRO. "LEAD TIME MODEL OF IT BASED PROJECT MANAGEMENT BUSINESS MODEL." Journal of Architecture and Planning (Transactions of AIJ) 67, no. 552 (2002): 255–62. http://dx.doi.org/10.3130/aija.67.255_1.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Kaganovskyi, Oleksandr S., and Iryna M. Chmutova. "Predictive Models of Business Value Management." PROBLEMS OF ECONOMY 3, no. 61 (2024): 290–99. http://dx.doi.org/10.32983/2222-0712-2024-3-290-299.

Full text

Abstract:

The aim of the article is to build a model of value management, evaluation and analysis of the process of simulation of the value of enterprise, based on different approaches and methods, taking into account important factors and aspects that are directly related to the identification of the most significant advantages and disadvantages. Olson and Evans models were used to determine the value of the enterprise. Olson’s model has significant advantages: when calculating value, this model minimizes the disadvantages of the profit approach and defines the value of an enterprise as the current value of its net assets and discounted income flow. In the Evans model and the discounted money flow model, there are a number of advantages over other valuation methods. In accordance with the selected assessment methods, the set and amount of necessary information is determined. Information can be drawn from several sources, such as: the evaluated company, the stock market, various statistical information, marketing research, etc. Business valuation requires standardized data reflecting the real market and economic position of the company. The article uses the available statistical reporting of enterprise, which allowed to determine the value of enterprise and its limit of variation. The authors implemented the necessary calculation procedures provided for by the selected methods of business valuation: building the selected models for assessing the value of the business (Olson, Evans, discounted money flow model) and conducting experiments on changes in the coefficients used in the models. The calculation of the value of enterprise using the Olson model on the basis of the Evans model and discounted money flow is carried out. Several experiments have been conducted to determine the size of the enterprise value, depending on the coefficients used in the models. Analysis of the results obtained allows us to say that the enterprise with its further development will not cease to exist and will develop at a fairly rapid pace.

APA, Harvard, Vancouver, ISO, and other styles

50

Casprini, Elena, Simona D'Antone, Bernard Paranque, Tommaso Pucci, and Lorenzo Zanni. "I choose my business model! A cross-national analysis of business model choice in family firms." EuroMed Journal of Business 11, no. 2 (2016): 212–31. http://dx.doi.org/10.1108/emjb-06-2014-0017.

Full text

Abstract:

Purpose – Drawing on family-business and business model (BM) literature the purpose of this paper is to explore whether a relationship exists between the family involvement in the management (i.e. closed or mixed management) and BM choice. Design/methodology/approach – A multiple case study analysis of family-owned wineries in Chianti (Italy) and Côtes du Rhône (France) has been conducted. Findings – The analysis surprisingly reveals that no relationship exists between the BM ideal type chosen and the type of management composition. Rather, it seems that the choice of hiring non-family managers is dictated by the willingness to reinforce the BM chosen by the owner and that the role played by non-family managers is not revolutionary but reinforces the owner’s BM choice. The authors propose that the stewardship theory can contribute in explaining the findings. Originality/value – A twofold contribution is offered by this study: first, it links the strategic management research on BMs to family business (FB) research on corporate governance and specifically on the composition of management teams; second, it provides an empirical example of a cross-national comparative analysis on FBs using multiple case studies.

APA, Harvard, Vancouver, ISO, and other styles

Journal articles on the topic 'Business management model'

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles