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Journal articles on the topic 'Business'

Author: Grafiati

Published: 4 June 2021

Last updated: 22 April 2025

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1

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

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

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2

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

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3

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

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4

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

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5

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

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

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

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

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7

Ilmah., Putri Ainun, Muhammad Rakib., and Agus Syam. "Business Model Design in Developing Small Businesses: A Business Model Canvas Approach." International Journal of Research and Innovation in Social Science VIII, no. VIII (2024): 1700–1715. http://dx.doi.org/10.47772/ijriss.2024.8080124.

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Industry service Majestic Ria decorations still not yet optimal utilization technology and face increasing competition strict from competitors new. Therefore that, company need develop his business through designing an effective business model. Business Model Canvas (BMC) can used as tool for designing an effective business model to use increase development business. Study this aim for designing a business model use Business Model Canvas approach to develop business service Majestic Ria decorations in Maros Regency. Research methods used is Research and Development with approach descriptive qualitative and descriptive quantitative. Research process designing a business model This adopting a 4D development model consisting from Define, Design, Develop, and Disseminate. Data collection techniques were carried out through interviews, questionnaires, and documentation. Research result show that the resulting business model design contain BMC elements are maintained, improved, and created. Designed business model arranged This evaluated by media experts and experts’ business for ensure the quality. Based on expert test results, business model design this recommended for implemented by Megah Ria Guna’s efforts develop his business.

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8

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

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

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9

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

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10

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

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11

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

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12

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

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13

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

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14

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

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

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15

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

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

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16

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

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17

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

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18

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

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19

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

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20

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

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

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21

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

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

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22

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

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23

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

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24

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

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25

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

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26

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

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27

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

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

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28

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

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

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30

Dan, A., D. M. Dias, R. Kearney, T. C. Lau, T. N. Nguyen, F. N. Parr, M. W. Sachs, and H. H. Shaikh. "Business-to-business integration with tpaML and a business-to-business protocol framework." IBM Systems Journal 40, no. 1 (2001): 68–90. http://dx.doi.org/10.1147/sj.401.0068.

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31

Rettberg, Angelika. "Business Versus Business? Grupos and Organized Business in Colombia." Latin American Politics & Society 47, no. 1 (2005): 31–54. http://dx.doi.org/10.1353/lap.2005.0011.

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32

Quix, Christoph, Mareike Schoop, and Manfred Jeusfeld. "Business data management for business-to-business electronic commerce." ACM SIGMOD Record 31, no. 1 (March 2002): 49–54. http://dx.doi.org/10.1145/507338.507348.

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33

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

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34

Logunova, Inna. "NAVIGATING BUSINESS INTELLIGENCE TOOLS: STRATEGIES TO DRIVE BUSINESS GROWTH." American Journal of Engineering and Technology 6, no. 10 (October 1, 2024): 126–33. http://dx.doi.org/10.37547/tajet/volume06issue10-14.

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This study explores the evolution and current state of business intelligence (BI) tools and their strategic role in driving business growth. The research utilizes a combination of market analysis, industry case studies, and theoretical frameworks, including the DIKW hierarchy and Resource-Based View, to examine BI adoption trends. The results highlight the importance of data quality, cross-functional collaboration, and user adoption in maximizing BI effectiveness. Key findings indicate that cloud-based and self-service BI tools significantly improve data-driven decision-making, while challenges remain in data governance and integration. To address these challenges, organizations must implement robust data policies and empower users through training and self-service capabilities. The study concludes that integrating BI tools into digital transformation initiatives provides a competitive edge, enabling strategic planning, operational efficiency, and innovation. This research offers new insights into how organizations can leverage BI tools for sustained growth and enhanced decision-makingl.

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Logunova, Inna. "NAVIGATING BUSINESS INTELLIGENCE TOOLS: STRATEGIES TO DRIVE BUSINESS GROWTH." American Journal of Engineering and Technology 06, no. 10 (October 1, 2024): 126–33. http://dx.doi.org/10.37547/tajet/volume06issue10-14a.

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This study explores the evolution and current state of business intelligence (BI) tools and their strategic role in driving business growth. The research utilizes a combination of market analysis, industry case studies, and theoretical frameworks, including the DIKW hierarchy and Resource-Based View, to examine BI adoption trends. The results highlight the importance of data quality, cross-functional collaboration, and user adoption in maximizing BI effectiveness. Key findings indicate that cloud-based and self-service BI tools significantly improve data-driven decision-making, while challenges remain in data governance and integration. To address these challenges, organizations must implement robust data policies and empower users through training and self-service capabilities. The study concludes that integrating BI tools into digital transformation initiatives provides a competitive edge, enabling strategic planning, operational efficiency, and innovation. This research offers new insights into how organizations can leverage BI tools for sustained growth and enhanced decision-making.

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36

Halim, Sri Endarti. "Improving Business Performance Results Through Evaluating Business Information Needs in Makassar City Culinary Industry Businesses." Journal of Economic Education and Entrepreneurship Studies 4, no. 2 (October 31, 2023): 676–87. http://dx.doi.org/10.26858/je3s.v4i2.1898.

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One of the keys to success in running a culinary business is the ability to make the right decisions based on accurate and relevant information. Evaluation of business information needs also needs to pay attention to unique factors that affect business performance, such as the need for innovation in menus, understanding of local flavours, and the need for a deep understanding of food and lifestyle trends.This research aims to examine how the evaluation of business information needs in Makassar City culinary industry businesses is a crucial step in an effort to improve business performance results and strengthen the contribution of the culinary sector to the local economy.The research method in this research uses qualitative descriptive to describe a business performance result that comes from aspects of the ability to process and evaluate business information. The data collection technique used in this study was to use a questionnaire distributed to 23 number of psang epe culinary business businesses at Anjungan Pantai Losari Makassar City. The results of this study provide the importance of evaluating business information needs and a better understanding of business information in improving the performance and success of banana epe culinary businesses in Makassar City.

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Kavvadia, Helen. "Using Business Models beyond Business." World Journal of Business and Management 7, no. 1 (March 24, 2021): 27. http://dx.doi.org/10.5296/wjbm.v7i1.18137.

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Business models describe the way organizations create and deliver value necessary for their existence. In the mid-1990s, they arose as a buzzword relating to the development of “dot-com” firms and their hunt for capital. The theory and application of business models have focused on business.Consequently, the definitions and archetypes of business models proposed in the extant literature have addressed profit-making organizations. This paper argues that business models are equally useful in the establishment, evolution, and analysis of non-profit organizations. Moreover, there is a real need for these models, as non-profit organizations are part of the national and international economic governance. Thus, the paper reframes business models through a non-entrepreneurial lens and proposes a new archetype with generalized applicability to all organizations, whether for-profit, non-profit, public, or private. A “hybrid” archetype is developed, synthesizing existing business model archetypes while extending their reach to better embrace the overarching core logic of organizations, reflecting the political mandate of not-for-profit entities and the business remit of firms. The validity of the proffered archetype is tested on two international not-for-profit organizations and serves well as a conceptual map of their decision-making and policy-making activity. Furthermore, the testing process demonstrates that business models, when devised externally and retrospectively, can be equally well used in hindsight as organizational analysis tools, possibly conjointly with other methods.

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Ortiz, Gustavo A. "Business Intelligence or Intelligent Business?" Computer Science and Information Technology 2, no. 4 (April 2014): 192–96. http://dx.doi.org/10.13189/csit.2014.020402.

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Logue, Ann C. "Business-to-Business Electronic Commerce." CFA Digest 31, no. 4 (November 2001): 47–48. http://dx.doi.org/10.2469/dig.v31.n4.969.

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40

Kaniški, Ivica, and Ivan Vincek. "Business processes as business systems." Tehnički glasnik 12, no. 1 (March 27, 2018): 55–61. http://dx.doi.org/10.31803/tg-20170808183458.

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Business process is the foundation of the work organization of every business. It is a set of different activities or tasks that are carried out in a certain order and use certain resources of an organization with the aim of fulfilling the mission or the purpose of its existence. As each business process is defined by parameters such as output quality, speed, cost, added value and the like, it is logical that they are the cornerstone of achieving competitive advantage. It is therefore important to monitor and analyze them in order to remove any drawbacks in their performance before endangering the survival of a company. Business process is a structured, analytical, inter-functional set of activities that require continuous improvement. It represents a repetitive flow of activities with a clearly defined beginning and end, and in more or less constant intervals, creates value for the buyers.

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41

Raith, Dirk. "Beyond the business of business." Ökologisches Wirtschaften - Fachzeitschrift, no. 1 (February 28, 2021): 44–48. http://dx.doi.org/10.14512/oew360144.

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Degrowth provides a broad vision for the much needed transformation of modern economy and society. Businesses have so far been largely exempt from that vision, however. While they must not be ignored, what could be the role of businesses and how would they need to change?

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42

Páscoa, Carlos, Nuno Belo, and José Tribolet. "Business Objectives and Business Processes." Information Resources Management Journal 25, no. 2 (April 2012): 52–68. http://dx.doi.org/10.4018/irmj.2012040104.

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The Portuguese Air Force has made an effort to remain at the forefront of organizations, examining problems like the inadequacy of Information Systems and the treatment of business as rigid hierarchical structures. The process of change initiated in 2009, which is transversal to the organization, recommends a set of actions, including the definition of business processes, to determine the organizational “AS IS” important to the establishment of “TO BE”. Simultaneously, the Air Force is studying concepts related to enterprise architecture while trying to deepen the relationship between mission, vision, goals, objectives, strategy, tactics, policy, business rules, and process architecture. In this context, considering important creating and identifying a way to validate the consistency between Enterprise Architecture and Process Architecture important, the authors propose the creation of a value matrix, representing objectives and processes associated with a set of rules for its creation and update.

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43

Flack, Jessica C., and Frans B. M. De Waal. "Monkey Business and Business Ethics." Ruffin Series of the Society for Business Ethics 4 (2004): 7–41. http://dx.doi.org/10.5840/ruffinx200446.

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To what degree has biology influenced and shaped the development of moral systems? One way to determine the extent to which human moral systems might be the product of natural selection is to explore behaviour in other species that is analogous and perhaps homologous to our own. Many non-human primates, for example, have similar methods to humans for resolving, managing, and preventing conflicts of interests within their groups. Such methods, which include reciprocity and food sharing, reconciliation, consolation, conflict intervention, and mediation, are the very building blocks of moral systems in that they are based on and facilitate cohesion among individuals and reflect a concerted effort by community members to find shared solutions to social conflict. Furthermore, these methods of resource distribution and conflict resolution often require or make use of capacities for empathy, sympathy, and sometimes even community concern. Non-human primates in societies in which such mechanisms are present may not be exactly moral beings, but they do show signs of a sense of social regularity that—just like the norms and rules underlying human moral conduct—promotes a mutually satisfactory modus vivendi.

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44

Gray, Dave. "A Business within the Business." NHRD Network Journal 6, no. 2 (April 2013): 51–57. http://dx.doi.org/10.1177/0974173920130210.

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45

Lindgaard, Gitte. "Making the business our business." Interactions 11, no. 3 (May 2004): 12–17. http://dx.doi.org/10.1145/986253.986262.

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46

., Sudiyanti. "BUSINESS SUSTAINABILITY: ESSENTIALS FOR BUSINESS." Journal of Indonesian Economy and Business 29, no. 2 (May 31, 2014): 192. http://dx.doi.org/10.22146/jieb.17335.

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47

Trundle,, Robert C. "Business, Ethics, and Business Ethics." Thought 66, no. 3 (1991): 297–309. http://dx.doi.org/10.5840/thought199166326.

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48

Mata, José, and Banco de Portugal. "Business Conditions and Business Starts." International Journal of the Economics of Business 3, no. 3 (November 1996): 295–306. http://dx.doi.org/10.1080/758539568.

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Mayer-Guell, Ann M. "Business-To-Business Electronic Commerce." Management Communication Quarterly 14, no. 4 (May 2001): 644–52. http://dx.doi.org/10.1177/0893318901144008.

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Buckley, Peter J. "Business history and international business." Business History 51, no. 3 (May 2009): 307–33. http://dx.doi.org/10.1080/00076790902871560.

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