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Journal articles on the topic 'Global business environment'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

Westney, D. Eleanor. "Global strategy and global business environment: changing models of the global business environment." Global Strategy Journal 1, no. 3-4 (October 18, 2011): 377–81. http://dx.doi.org/10.1002/gsj.34.

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2

Filippetti, Andrea. "The Global Environment of Business." Global Policy 2, no. 3 (October 2011): 354. http://dx.doi.org/10.1111/j.1758-5899.2011.00136_4.x.

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3

Best, Michael H. "The global environment of business." Journal of International Business Studies 42, no. 7 (September 2011): 971–73. http://dx.doi.org/10.1057/jibs.2011.34.

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4

Rosenthal, Sandra B., and Rogene A. Buchholz. "Business in its Global Environment." Proceedings of the International Association for Business and Society 10 (1999): 577–88. http://dx.doi.org/10.5840/iabsproc19991053.

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5

van Grunsven, Leo. "The Global Environment of Business." Regional Studies 45, no. 9 (October 2011): 1287–89. http://dx.doi.org/10.1080/00343404.2011.608288.

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6

Satryo, Cecillia. "Free Trade Intervention: Political-Economic Intervention on Global Business Environment." Asia Pacific Management and Business Application 007, no. 01 (August 30, 2018): 31–44. http://dx.doi.org/10.21776/ub.apmba.2018.007.01.3.

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Satryo, Cecillia. "Free Trade Intervention: Political-Economic Intervention on Global Business Environment." Asia Pacific Management and Business Application 007, no. 01 (August 30, 2018): 31–44. http://dx.doi.org/10.21776/ub.apmba.2018.007.03.

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8

Tsymbrivskyy, Taras. "Cyber threats and global business environment." Law Review 16, no. 2 (2017): 17–33. http://dx.doi.org/10.7220/2029-4239.16.2.

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Priya, Ashutosh. "Global Business Environment, Understanding Multicultural Behaviour." Review of Professional Management- A Journal of New Delhi Institute of Management 7, no. 2 (December 1, 2009): 128. http://dx.doi.org/10.20968/rpm/2009/v7/i2/100922.

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10

Khmara, Marina, Olena Grinenko, Sergii Koroied, Daria Koucherets, and Olekdandr Bukhanevych. "Development of global production networks in a global environment." Problems and Perspectives in Management 15, no. 3 (December 7, 2017): 467–77. http://dx.doi.org/10.21511/ppm.15(3-2).2017.14.

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Production systems in the structure of economic systems occupy the most fundamental place and act as both initial and basic subsystem of any economic development. There is a tendency to change the forms of production and the study of these process systems poses a wider aspect of their dynamics analysis. The article tries to prove both theoretically and practically that global production networks are one of the most important factors in the innovative transformation of countries and regions. It is concluded due to global production networks, being the channel for the transfer of global knowledge and technical know-how to regional structures, regions of the former periphery have quickly become developed, innovative regions with a specialization in the sector of highly qualified services, production of high-tech products, and generation of scientific knowledge. For transnational companies global production networks reduce their costs and financial risks by sharing with other companies, as well as global division of labor, an important part of global production.

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Sriram, Ram S. "Business Intelligence - in the Context of Global Business Environment." Journal of Global Information Technology Management 11, no. 2 (April 2008): 1–4. http://dx.doi.org/10.1080/1097198x.2008.10856464.

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Slatvinsky, Maksym, Iryna Bondarenko, Anastasiia Ovcharenko, Tetyana Stovba, and Tetiana Tkachenko. "COVID-19 pandemic influence on global business environment." International journal of health sciences 6, no. 1 (February 14, 2022): 277–90. http://dx.doi.org/10.53730/ijhs.v6n1.4069.

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The aim of the study lies in assessing the transformations of the global business environment due to the spread of the pandemic. The academic paper has determined that COVID-19 has affected all countries of the world and has caused significant economic reductions, increasing inequality, awareness of the importance of technology to support business. Support and development of business in new conditions will depend on the ability to adapt to a new market with new consumer needs. A new market environment has been shaped by the movement restrictions imposed by almost all countries to provide restrain the disease from spreading. The new environment has stimulated businesses to find efficient working conditions and motivate employees, realizing the potential of new ways of working. Due to the growing uncertainty of the global business environment, companies should be more flexible and plan their activities, consumer needs, expand activities within domestic markets. Reorientation and redirection of production will become new ways of adapting under the conditions of limited financial resources. Along with this, the issue arises concerning the social consequences of the pandemic and the global change in habits and needs of the population.

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13

Molyneux, Simon. "Business environment review 2020." APPEA Journal 61, no. 2 (2021): 347. http://dx.doi.org/10.1071/aj21008.

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The petroleum (oil, gas and LNG) business environment in 2020 was adverse. Two factors disrupted the foundations of the global oil and gas industry. First, the COVID-19 global pandemic caused an unprecedented reduction of demand that combined with high levels of production resulted in oversupply of oil, gas and LNG. This gap between supply and demand resulted in a collapse in commodity prices, reduced revenues and cancelling or deferral of investment. Second, societal awareness of the impact of climate change on planet Earth increased. Pressure to reduce carbon emissions and a concomitant societal-shift against carbon-emissions intensive petroleum-based forms of energy generation intensified. Many major players in the petroleum industry re-framed their strategies to focus on energy supply in general and in some cases plan to cease their exploration, development and production activities in the coming decades. In Australia, in part global factors manifested in the deferral of investment decisions on three LNG investments. The Australian Government signalled that gas developments would be a critical part of Australia’s post-COVID recovery and that management of abandonment and decommissioning liabilities would be a factor in the approval of transactions leading to a change in ownership. This paper will describe each of the factors faced by the industry in 2020 and frame the issues facing the petroleum industry in 2021 and beyond.

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14

Androniceanu, Armenia, and Lenka Strakova. "Creative accounting in a global business environment." SHS Web of Conferences 92 (2021): 02003. http://dx.doi.org/10.1051/shsconf/20219202003.

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Research background: The main essence of financial statements is a true and fair view of accounting because accounting information is an essential source of information about the company. A global business environment that provides scope for selecting existing accounting practices, different techniques, or different methods used in reporting may appear to be beneficial to the business and its accounting. Breach of the accounting principle of a true and fair view of the accounts through the intentional implementation of accounting errors or accounting fraud committed by responsible employees increases information asymmetry between creators and users of accounting information. Purpose of the article: The paper aims to point out the use of creative accounting in companies existing in the global business environment using a graphical representation of accounting cases using creative accounting techniques, namely Window dressing techniques, and Off-balance sheet techniques. Methods: In the paper is used the method of description and the comparison method based on which we compare entity that prepares the accountant statements in two variants A and B by using window dressing techniques and off-balance sheet techniques. The achieved results are presented in this paper using a graphical representation. Findings & Value added: Through the use of creative accounting techniques such as Window dressing techniques and Off-balance sheet techniques, our goal is to point out the possible manipulation of the company’s financial statements by performing accounting cases in terms of maximization variant (A) and minimization variant (B).

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15

Bruck, Armin. "Managing HR in a Global Business Environment." NHRD Network Journal 4, no. 2 (April 2011): 19–25. http://dx.doi.org/10.1177/0974173920110205.

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16

Slapper, G. J. "Corporate Crime in a Global Business Environment." Asia Pacific Law Review 17, no. 2 (November 2009): 149–66. http://dx.doi.org/10.1080/10192557.2009.11788197.

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Jurigová, Zuzana. "Tourism: New Destination of Global Business Environment." International Advances in Economic Research 22, no. 3 (June 6, 2016): 351–52. http://dx.doi.org/10.1007/s11294-016-9584-x.

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18

Bogliacino, Francesco. "Guy, F.: The global environment of business." Journal of Economics 101, no. 2 (June 20, 2010): 197–98. http://dx.doi.org/10.1007/s00712-010-0147-y.

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19

Hes, Aleš. "Global communication environment For B2B markets." SHS Web of Conferences 74 (2020): 02007. http://dx.doi.org/10.1051/shsconf/20207402007.

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Currently, there is an unprecedented development of modern communication technologies in B2B markets. In the context of Industry 4.0, globalization influences are increasingly reflected in the new information technologies that are becoming the domain of communication in B2B markets. The manufacturing environment is shaped by the ability to work with Big Data Analysis, use computer simulation tools and augmented reality and today’s phenomenon is evolving in the processing and business environment - linking the Internet of Things, Services and People to Potential production environment. An important role in this global interconnection of both manufacturing and processing - business environments is played by the communication conditions determined by sufficient capacity computing power. One of the real preconditions for B2B markets is to make full use of the cloud-based platform based on the establishment of dedicated data centres with the possibility of using high level of Service Level Agreement for B2B business partners. The paper deals with the evaluation and analysis of the possibilities of digitalization development in the company space, to examine the new global communication environment by using cloud computing and its impact on the quality of information service for customers. The influence of intercultural communication on the behaviour of business partners is examined.

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20

Molyneux, Simon. "PESA Australian business environment review 2019." APPEA Journal 60, no. 2 (2020): 360. http://dx.doi.org/10.1071/aj20009.

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This Petroleum Exploration Society of Australia review looks at the major issues that impacted the Australian petroleum business environment in 2019. While the petroleum business in 2020 has been combating an oil price slump and a global economic slowdown driven by the COVID-19 pandemic, 2019 will be remembered as a pivotal year in the petroleum industry. At a global level, climate change moved centre-stage with global protests, extensive media coverage and clear commitments from global players in the resource industry to become net-zero emitters of carbon. Oil prices averaged US$64/barrel for Brent, liquefied natural gas (LNG) prices fell and global CO2 emissions from power generation were flat for the first time. In Australia, petroleum production also increased, driven by LNG production, and Australia became the world’s largest producer of LNG, the world’s largest CO2 injection plant became operational and the regulatory system was tested by current operations and future drilling. Meanwhile, society’s relationship with the petroleum industry was reframed with the linking of extensive bushfires to climate change. This paper will describe each of these issues and frame the issues facing the industry in 2020 and beyond.

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21

Parkhomenko, Nataliia. "Marketing strategies of business systems in global environment." Herald of Economics, no. 2 (July 30, 2022): 59. http://dx.doi.org/10.35774/visnyk2022.02.059.

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Introduction. The operation and development of business systems in international markets under pressure from competitors requires the application of strategic approaches to marketing management. The lack of a sound marketing strategy in the global environment leads to the loss of competitive positions, financial problems, unprofitable activities, etc. in domestic and foreign markets. Given the fact that in 2021 export and import operations were carried out with 166 partner countries (according to Ukrstat), the validity of the choice of marketing strategy in foreign markets is a very important issue and needs research. The purpose of the article is the process of formation and implementation of marketing strategies of the business systems in a global environment.Methods. In the process of research for the validity of the provisions presented in the article, a set of general scientific and special methods was used, in particular: historical and logical - in the process of studying the theoretical foundations of marketing strategy; analysis and synthesis - to determine the dependence of marketing strategy on the type of market and export products, to determine the relationship between marketing strategy and the degree of coverage of the international market in the global environment; matrix analysis to build a matrix of marketing strategies to enter international markets; process approach - in determining the stages of development and implementation of marketing strategy of business systems in the global environment and the formation of the algorithm of marketing activities in the formation and implementation of marketing strategy of business systems: graphical method - to visualize the results of analytical research; abstract-logical- for theoretical generalization and formulation of conclusions.Results. The article specifies the essence of the concept of «marketing strategy of business systems», considers the dependence of marketing strategy on the type of market and export products. The characteristic of marketing strategies of entering international markets is presented. The relationship between marketing strategy and the degree of coverage of the international market in the global environment is identified. The advantages and disadvantages of marketing strategies to enter international markets are described. The process of development and implementation of marketing strategy of business systems in the global environment is formed. The algorithm of marketing measures in the process of formation and implementation of marketing strategy of business systems is presented.Perspectives. The conducted research creates a basis for further improvement of the methodology of evaluation of strategic marketing alternatives in the implementation of international activities by enterprises.

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22

Otenko, Iryna, and Nataliia Parkhomenko. "Strategies of Business Systems Development in Global Environment." Scientific Annals of Economics and Business 66, no. 2 (2019): 153–66. http://dx.doi.org/10.47743/saeb-2019-0010.

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Given the complexity and unpredictability of changes in the global environment, the choice and implementation of strategies for the development of business systems in international markets requires careful analysis and refinement. The paper clarified the concept of business system and developed a methodical approach to the analysis of business systems functioning conditions. The multiplicity of approaches to classification strategies requires the submission of a typology of strategies for the development of business systems. The theoretical justification for the study of the processes of organizational development of business systems is based on the provisions of the institutional approach, organizational development and strategic management. The result of the research is the procedure for choosing a company strategy in a global environment and organizational development strategy. To confirm the selected provisions, the results of the analysis of strategies for the organizational development of enterprises of the bearing industry are presented.

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23

Boschma, Ron. "The Global Environment of Business - By Frederick Guy." Economic Geography 88, no. 1 (January 2012): 101–2. http://dx.doi.org/10.1111/j.1944-8287.2011.01135.x.

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24

Khalatur, Svitlana, Zenon Stachowiak, Kateryna Zhylenko, Oksana Honcharenko, and Oleksandr Khalatur. "Financial instruments and innovations in business environment: European countries and Ukraine." Investment Management and Financial Innovations 16, no. 3 (October 4, 2019): 275–91. http://dx.doi.org/10.21511/imfi.16(3).2019.25.

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One of the most crucial tasks for the national economies development both in European countries and Ukraine is stimulating and ensuring sustainable economic growth. For this purpose, all states develop an innovative sphere and use financial different instruments. The aim of the article is determining the impact of financial instruments and innovations on business environment development of the national economy of Ukraine in comparison with European countries in order to create successful and effective business environment in Ukraine for foreign investments. The paper examines the impact of foreign direct investments and domestic loans on the Global Innovation Index 2018 using two-factor analysis of variance. The null hypothesis of an interaction effect (factor A (foreign direct investments, net inflows) and factor B (domestic loans of financial sector) doesn`t exert an interaction effect on result Y (Global Innovation Index)) was rejected. Also the combination of foreign indicators, direct investments and domestic loans has a significant impact on the Global Innovation Index. Practical recommendations should provide a comprehensive approach to assessing the use of financial instruments in order to encourage the investments. Thus, overcoming the uneven distribution of innovations and investments should provide using the global financial resources.

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25

Mukherji, Shoma, Neera Jain, and Radha Sharma. "Relevance Of Cultural Intelligence And Communication Effectiveness For Global Leadership Preparedness: Study Of Indian Managers." Journal of International Business Research and Marketing 1, no. 3 (2015): 7–13. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.13.3001.

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Business environment world over has undergone major transformation in the last fifty years. Global organisations, where operations are not restricted to home or host country, need business leaders with a global mindset and multicultural effectiveness. This paper examines and confirms the relevance on leadership preparedness of global managers of two important constructs – cultural intelligence and communication effectiveness in the context of anxiety and uncertainty management. Adding to extant literature, the study empirically confirms the suitability of three assessment instruments. It establishes the importance of cultural adaptability and AUM theory for assessing leadership potential of managers working in multicultural environments with culturally diverse teams. The objective of this study is to understand the relevance of cultural intelligence and communication effectiveness for leadership preparedness in a multicultural environment. The present century is seeing accelerated transformation of businesses into truly global entities. As organizations operate in a boundary-less world, multicultural teams are the order of the day. Business leaders, who are able to understand, accept, and effectively respond to cultural differences are therefore in great demand.

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Laszlo, Chris, David Cooperrider, and Ron Fry. "Global Challenges as Opportunity to Transform Business for Good." Sustainability 12, no. 19 (September 29, 2020): 8053. http://dx.doi.org/10.3390/su12198053.

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Using insights from Peter Drucker’s Theory of the Business framework, the authors show that global challenges such as pandemics and climate change are contributing to a critical misalignment between businesses and their increasingly complex external environments, leading to a growing malaise in many organizations. Central to this misalignment are seven legacy assumptions which no longer serve businesses effectively. Seven new assumptions better reflect today’s external environment and point to how businesses can thrive (“Do Well”) by making a positive difference in society (“Do Good.”) The authors propose a set of change management methods and tools along with specific steps that leaders and organizations can take to transform their businesses into what they define as Positive Institutions.

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Peretti, Kimberly, Amy Mushahwar, and Jon Knight. "Six practical tips for practicing cyberhygiene in the middle of a global pandemic." Journal of Investment Compliance 21, no. 2/3 (November 30, 2020): 137–41. http://dx.doi.org/10.1108/joic-08-2020-0017.

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Purpose Discusses the long-term cybersecurity challenges businesses face as COVID-19 cases spike and remote work environments need to remain operational, scalable, and capable of flexing with cycles of virus resurgence. Design/Methodology/Approach Discusses the target-rich environment cybercriminals have during this time, and steps businesses should take to secure their environments and raise employee awareness as more devices are being used remotely for company business and more company data is being sent, located, or stored outside the protections of the company infrastructure. Findings The remote work environment is likely to be around for the foreseeable future and businesses need to ensure they are secured for long-term success. Practical implications The authors offer information security and IT teams practical ways businesses can keep their systems secure and functioning: (1) Consider Basic Cyberhygiene; (2) Identify Security Blind Spots; (3) Review and Update Business Continuity, Disaster Recovery, and Incident Response Plans; (4) Remain Vigilant for Scams and Phishing Attacks; (5) Be Aware of Applicable Industry-Specific Guidelines; (6) Revisit Risk Exceptions. Originality/Value Practical guidance from experienced data privacy and cybersecurity lawyers in response to COVD-19 for Information Security, IT, and business management teams.

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REEVES, M. FRANCIS. "BLOOM'S GLOBAL PEDAGOGICAL GOALS, BUSINESS ETHICS, AND THE LEGAL ENVIRONMENT OF BUSINESS." Journal of Legal Studies Education 9, no. 2 (March 1991): 175–84. http://dx.doi.org/10.1111/j.1744-1722.1991.tb00016.x.

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29

Jankalová, Miriam. "Business Excellence Evaluation as the Reaction on Changes in Global Business Environment." Procedia - Social and Behavioral Sciences 62 (October 2012): 1056–60. http://dx.doi.org/10.1016/j.sbspro.2012.09.180.

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30

Oladimeji, Moruff Sanjo, Nurudeen Afolabi Sofoluwe, and Henry Adewale Odunaya. "MACROECONOMIC BUSINESS ENVIRONMENT AND THE DEVELOPMENT OF SMALL AND MEDIUM ENTERPRISES IN NIGERIA." Modern Management Review 26, no. 4 (December 28, 2021): 93–105. http://dx.doi.org/10.7862/rz.2021.mmr.27.

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The study evaluates the effect of the global macro-economic business environment on the development of Small-Scale and Medium-Sized Enterprises (SMEs) in Nigeria. Secondary data on the global macro-economic index of SMEs businesses were selected over 35 years (1985–2019). The data collected were analysed using descriptive statistics and multiple regression analysis techniques. The study revealed the positive coefficient value of 354 836.6525 and 24 141 873.6 for the gross domestic product (GDP) on Purchasing Power Parity (PPP) and Budget variables. A negative coefficient value of –16347085.61 and –232997.0657 was obtained for the inflation rate and the exchange rate, respectively. The coefficient values show the level at which the development of SMEs businesses was affected through the global environmental factors. The study concluded that the global macro-economic business environment directly affects the development of SMEs businesses. The study recommends a policy strategy that will face out the global macro-economic constraints affecting SMEs businesses.

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R. Kattman, Braden. "In today's global environment organizational culture dominates national culture!" Benchmarking: An International Journal 21, no. 4 (July 1, 2014): 651–64. http://dx.doi.org/10.1108/bij-06-2012-0044.

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Purpose – The specific problem this research addresses is whether cultural differences, national or organizational, impact how effectively the continuous improvement process is received within the supply chain in order to improve supplier performance. The paper aims to discuss these issues. Design/methodology/approach – The research design used a mixed methods approach, combining quantitative and qualitative research. Findings – The research found that Canada was most receptive to continuous improvement, with China being the least receptive. The study found that organizational culture was more influential than national culture. Isomorphism and benchmarking is driving continuous-improvement language and methods to be more universally known within business. Business and management practices appear to take precedence in driving change within organizations. Research limitations/implications – The sample size and countries involved was very small and limited to key medium sized distributed power company (MSDPC) suppliers. This limited diversity and may have introduced supplier selection bias, as well as survey response bias. Practical implications – This research concludes that organizational culture is more dominant over national culture and the influence of leadership within the organization drives the impact of continuous improvement. Originality/value – With isomorphism and the fact that businesses want to be successful, continuous improvement language and methods are becoming more universally known. Business and management practices are now taking precedence in driving change within organizations. Organizational culture is now more influential than national culture.

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32

Kim, Kyung Hoon. "Digital and social media marketing in global business environment." Journal of Business Research 131 (July 2021): 627–29. http://dx.doi.org/10.1016/j.jbusres.2021.02.052.

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Young, Stephen. "What do researchers know about the global business environment?" International Marketing Review 18, no. 2 (April 2001): 120–29. http://dx.doi.org/10.1108/02651330110389963.

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Mill, Robert. "Preparing Students to Operate in a Global Business Environment." International Journal of Knowledge, Culture, and Change Management: Annual Review 8, no. 2 (2008): 305–10. http://dx.doi.org/10.18848/1447-9524/cgp/v08i02/50531.

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Olsen, Michael D., Bvsan Murthy, and Richard Teare. "CEO Perspectives on Scanning the Global Hotel Business Environment." International Journal of Contemporary Hospitality Management 6, no. 4 (August 1994): 03–09. http://dx.doi.org/10.1108/09596119410060865.

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Sara, Togba Stefani. "Assessment of the business environment for doing business in Côte d'ivoire." Research result Economic Research 7, no. 3 (October 1, 2021): 71–80. http://dx.doi.org/10.18413/2409-1634-2021-7-3-0-6.

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The economy of the African country Côte d'Ivoire can be characterized as rather dynamic and turbulent: a number of macroeconomic indicators are characterized by high values, but the country is still facing a huge number of socio-economic and political problems that do not allow business to develop effectively in the country. The article presents the results of a comprehensive assessment of the Côte d'Ivoire business environment for business development. The study covers and reveals the position of Côte d'Ivoire in international rankings such as Doingbusiness, Global Competitiveness Index, Transparency International, Political Rights Index, Heritage Foundation, Global Innovation Index. The positions of Côte d'Ivoire in these ratings are considered in detail and the country's problems associated with improving the business climate and business environment are highlighted.

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Blair, Garry. "Risk Management in the Post Pandemic Business Environment." Journal of Advanced Research in Alternative Energy, Environment and Ecology 8, no. 3&4 (November 30, 2021): 15–21. http://dx.doi.org/10.24321/2455.3093.202105.

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The requirement to address risk in the prevailing business environment has been accentuated due to the constraints of the pandemic. It is proposed that the nature of risk context has been fundamentally altered by the global events of COVID. This paper provides a perspective that is based on an exploratory study of the identification and addressing of risk, in terms of business projects.A review of the literature has been undertaken and the key themes for the study topic identified. A senior manager, who is responsible for risk management at a company that runs international projects, was interviewed in an empirical study. A thematic analysis was performed, employing an inductive approach, in this research into a single case. The aim was to contribute to the prevailing literature and enhance understanding of the post pandemic business environment, in respect of risk management.The principal questions concerning risk and risk management are discerned. The objective is to consider risk in the post pandemic environment, in order to improve understanding of the issues relevant to business. The requirement to address these issues is also covered, with an attempt to determine the main themes from the research, in order to assist practitioners.The use of technology to support business continuity and achieve business objectives during the pandemic is discussed. An articulation of Lewin’s change model is proposed to summarise this work and assist in the comprehension of the contemporary situation.

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Matriano, Maria Teresa. "Global Challenges for Business and Entrepreneurship: Case of Oman." Advances in Social Sciences Research Journal 9, no. 1 (January 30, 2022): 419–25. http://dx.doi.org/10.14738/assrj.91.11660.

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Globalization has created various challenges among businesses and entrepreneurs. For many years, businesses have been facing challenges, such as increased competition, financial issues, and other operational challenges. Accordingly, businesses and entrepreneurs must adopt new strategies to address these emerging global challenges to remain competitive in the industry where they belong. Hence, it is also essential for entrepreneurs to employ strategic decision-making to achieve success within a business environment that is facing multiple global challenges. The goal of this study is to explore the current global challenges being faced by businesses and entrepreneurs, especially in the case of Oman. Some of the identified challenges for businesses and entrepreneurship includes keeping up with the current trends in business, global market competition, economic issues, information and communication technology (ICT) challenges, the current global health crisis, and other business-related issues. The variations of the global challenges must be understood properly by businesses and entrepreneurs to ensure business competitiveness, despite the risk of unwanted business outcomes brought by these challenges. With the emergence of these challenges, business owners or entrepreneurs will also have the chance to develop their strategic decision-making and even develop new strategies that will help the business survive.

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39

Nunnenkamp, Peter. "Financing the global environment." Intereconomics 28, no. 3 (May 1993): 132–37. http://dx.doi.org/10.1007/bf02928117.

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40

Yasin, Mahmoud M., and Ronald F. Green. "Global Information Systems: A Joint Venture between Business and Education." Journal of Information Technology 6, no. 2 (June 1991): 80–85. http://dx.doi.org/10.1177/026839629100600204.

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The expanding role of computers and information processing in today's global business environment makes it imperative that business students receive the appropriate computer education. This article evaluates the role of business schools in preparing students to meet the challenges of the global information age. Business and academic perspectives on computers and information processing and their influence on computer education in the business school are presented. The authors conclude that the general lack of enforceable standards in computer business education is a global concern, affecting businesses, educational institutions, and computer hardware and software vendors alike. Recommendations for the globalization of computer education in business schools are provided.

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Sapp, David Alan. "Global Partnerships in Business Communication." Business Communication Quarterly 67, no. 3 (September 2004): 267–80. http://dx.doi.org/10.1177/1080569904268051.

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Many U.S. universities are developing interinstitutional partnerships in global business communication. Benefits include preparing students for the workplace by immersing them in intercultural projects and increasing the complexity of their understanding of the global economy. Challenges can range from technological constraints and scarce resources to geopolitical factors and varying disciplinary norms. However, global partnerships make faculty and students more aware of and engaged in the global business environment as they learn to communicate more effectively across cultures, critique current business practices, and produce new ways of being in global relation to each other. An interinstitutional partnership between a U.S. university and Universidad de la Habana in Cuba forms the centerpiece of discussion. Outcomes of this partnership include coauthoring articles in both countries and languages, the creation of a business communication course for graduate students in Cuba, and the development of classroom activities in which selected U.S. and Cuban undergraduate students exchange business documents.

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Fedyk, Mariana, Solomiya Kudyn, and Marіia Bondarchuk. "DIGITALIZATION OF THE WORLD BUSINESS ENVIRONMENT UNDER THE CONDITIONS OF GLOBAL INSTABILITY." Economics & Education 7, no. 1 (March 31, 2022): 34–41. http://dx.doi.org/10.30525/2500-946x/2022-1-6.

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Rapid digitalization, as a response of business to the post-pandemic consequences, has put each participant in the system of economic processes prior to the choice, the essence of which lies in the necessity to determine one’s own priorities in the new environment, as well as the formation of further strategies and tactics of life, in particular, developed either on traditional tools or on innovative mechanisms and digital technologies. On the one hand, the subjects of the economic system are ready to adopt and disseminate the practice of using digital tools in professional activity processes. However, on the other hand, both the business sector and employees have certain doubts about the advisability of a radical transformation of the business environment, although they feel the need for new models of organizing life, due to global instability, which has a destructive impact on every sector of the economy and highlights the low efficiency of traditional mechanisms and tools for ensuring business processes in the context of the post-pandemic crisis. The purpose of the academic paper lies in analysing certain aspects of digitalization of the global business environment, as well as their impact on changing the organizational framework of the global business environment in conditions of pandemic instability. Methodology. The study of the issues outlined was carried out through the use of methods of comparison, abstraction, analysis and generalization, the method of system-structural research, as well as statistical and analytical analysis, tabular and graphical modelling. Results. As a result of the research conducted, it has been generalized that digitalization cannot be determined only as a global phenomenon; it is both a strategic goal, and a large-scale social-economic phenomenon, and a progressive tool necessary for business in order to restore the level of efficiency. Summarizing the specifics of post-pandemic instability, it has been proven that the scale of the crisis of 2019-2021 is unprecedented for the modern economy; this leads to the use of unprecedented tools to combat it. Defining the COVID-19 pandemic as a precondition for global destabilization, it has been determined that digital transformation is a business response to the crisis; it also remains both a challenge and an opportunity for businesses. Digitalization has contributed to the rapid restructuring of business process models, which has helped to preserve a significant share of enterprises. Practical implications. Further digitalization strategies, tactics and practices should be used as a basis for achieving stability in the world economy. Value/originality. Thus, the academic paper is an original study of trends in the digitalization of the global business environment due to changes in the practice of entrepreneurship under the conditions of the global post-pandemic instability.

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Peterson, Evan A., Carletta E. Griffin, Gregory W. Ulferts, and Terry L. Howard. "Law, Business Strategy, And Social Change In The Global Environment." International Journal of Management & Information Systems (IJMIS) 19, no. 4 (October 2, 2015): 123. http://dx.doi.org/10.19030/ijmis.v19i4.9442.

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In this article, we examine the dynamic relationship between law, economics, and sustainability. Increased legal regulation is not a sufficient condition for the mitigation of economic and social crises. Corporations are not legally required to respect global social and human rights under international law. In addition, select legal regulations increase social harm through the preservation of corporate financial interests. Laws that attempt to protect social rights at the expense of corporate interests can provoke hostile reactions from the business community. However, recent trends and examples from within the pharmaceutical and information industries suggest a new era of global corporate citizenship where socially responsible organizations achieve profit through pursuing ethical goals.

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Aggarwal, Raj. "Demographics and the Global Business Environment: A Book Review Essay." Journal of Teaching in International Business 32, no. 3-4 (October 2, 2021): 308–10. http://dx.doi.org/10.1080/08975930.2022.2043696.

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Józsa, Emmanuel Chinomso Ogu. "ICT for Fostering Global Best Practices in the Business Environment." Science Journal of Business and Management 2, no. 6 (2014): 170. http://dx.doi.org/10.11648/j.sjbm.20140206.12.

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Adatia, Natasha. "Review on How Technology Has Impacted the Global Business Environment." TEXILA INTERNATIONAL JOURNAL OF MANAGEMENT 2, no. 1 (July 22, 2016): 6–10. http://dx.doi.org/10.21522/tijmg.2015.02.01.art002.

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Karaszewski, Robert. "Leadership in global business environment through a vision creation process." TQM Journal 22, no. 4 (June 15, 2010): 399–409. http://dx.doi.org/10.1108/17542731011053325.

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van den Belt, Marjan. "Changing Course: A global business perspective on development and environment." Ecological Economics 9, no. 2 (February 1994): 180–81. http://dx.doi.org/10.1016/0921-8009(94)90100-7.

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Rasethuntsa, Boitumelo Caroline. "Africa’s Strategies to Build Supportive Business Environment for Tourism Businesses." Journal of Business and Management Review 2, no. 11 (November 20, 2021): 747–59. http://dx.doi.org/10.47153/jbmr211.2512021.

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The Travel and Tourism Competitive Index regards the business environment as one of the pillars supporting the tourism industry wellbeing. Africa has failed to stay competitive in the global tourism industry since 2007; hence studies that have the potential to positively influence the tourism policies are critical at this point. Although the importance of the business environment has been emphasised, researchers have not been keen to explore this area, especially in the African context. This study aims to create an understanding on the business environment support structures, policies and practices employed by best tourism performing African countries. Using the secondary research approach, the findings of this study shed light on the legal frameworks, taxation policies, public sector institutions, and business policies utilised by the benchmarking countries to enable a supportive business atmosphere. A comparative analysis of strategies practiced by the benchmarking countries is presented to identify the similarities and differences of the strategies implemented in the benchmarking countries.

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Burenin, Vladimir Arsenievich, and Elizaveta Vladimirovna Burenina. "Features of business administration in the context of global chaordic business environment (part two)." Mezhdunarodnaja jekonomika (The World Economics), no. 10 (October 25, 2021): 787–99. http://dx.doi.org/10.33920/vne-04-2110-05.

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The purpose of the article is to create professional guidelines for politicians, managers of organizations of various profiles and levels (national, regional and municipal), who have to take into account in their business practice the presence of uncertainty, turbulence and chaos in their business environment, including its international segment. It is known that administration as a bureaucratic method of management has long been widely used in routine, repetitive processes of business practice. But when the business process becomes more complicated, communications grow, the manager drowns in the flow of information, does not have time to make decisions, when the situation is unexpectedly and constantly changing, the efficiency of administration falls catastrophically and creates new more complex problems. Moreover, the higher the level of a manager, the more time they spend on the administration process, and the more in such cases it becomes a hindrance to development processes, causes them significant harm and becomes a catalyst for the strengthening or formation of new chaotic zones in the business environment. Numerous practical problems associated with attempts of managers to work constructively in chaos zones and effective management in conditions of increased uncertainty and turbulence in the business environment gradually began to form and make it possible to generalize significant experience in this area, called chaos management. The article systematizes the author’s many years of experience as an independent consultant on organizational and strategic development in Russian and foreign companies, which was associated with the search for effective solutions to improve the manageability of a business (company) in the face of constant turbulent changes in the market. The object of systematization is the administration processes for solving problems that arise in the business environment of modern companies, which the business community did not have to deal with so often and regularly early. The essence is that there is a tendency of the need for a significant rethinking of the approach to the work of modern managers-administrators, a revision of their work technologies and the structure of management functionality in a chaordic business environment. New skills of business thinking are required that are adequate to the principles of the theory of social chaos, which describes the features of the behavior of modern nonlinear systems (events), which at first glance seem random, unpredictable and disordered. Otherwise, the administrator will be «pulled» into the chaos zones and by his unprofessional actions will only expand and deepen them, stimulating the diffusion of the zones of instability and instability, i.e. the penetration of chaos into other areas (systems), where it can be claimed or borrowed, but for other purposes.

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