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Journal articles on the topic 'Journey on business'

Author: Grafiati

Published: 24 April 2022

Last updated: 30 July 2025

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1

Teagarden, Mary B. "International business: An evolutionary journey." Thunderbird International Business Review 63, no. 6 (2021): 665–66. http://dx.doi.org/10.1002/tie.22237.

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Nguyen, Hanh T. T. "Conceptual Metaphor BUSINESS IS A JOURNEY in Business Terminology." Theory and Practice in Language Studies 14, no. 11 (2024): 3463–70. http://dx.doi.org/10.17507/tpls.1411.15.

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Departing from the conventional understanding that metaphor is merely a component of rhetorical and poetic expression, the Theory of Conceptual Metaphor provides linguistic evidence that metaphor plays a crucial role in creating new specialized vocabulary. The present study attempts to apply the Conceptual Metaphor Theory to analyze the metaphor BUSINESS IS A JOURNEY in nominating business terminology. The corpus of the study comprises 179 metaphorical business terms collected from business dictionaries and textbooks. It is discovered in the study that certain attributes of the “journey” sourc

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Siebert, Anton, Ahir Gopaldas, Andrew Lindridge, and Cláudia Simões. "Customer Experience Journeys: Loyalty Loops Versus Involvement Spirals." Journal of Marketing 84, no. 4 (2020): 45–66. http://dx.doi.org/10.1177/0022242920920262.

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Customer experience management research is increasingly concerned with the long-term evolution of customer experience journeys across multiple service cycles. A dominant smooth journey model makes customers’ lives easier, with a cyclical pattern of predictable experiences that builds customer loyalty over time, also known as a loyalty loop. An alternate sticky journey model makes customers’ lives exciting, with a cyclical pattern of unpredictable experiences that increases customer involvement over time, conceptualized here as an involvement spiral. Whereas the smooth journey model is ideal fo

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Zubkova, A. B., and L. D. Rusanova. "International Business Management: Agility Journey for High-Tech Companies." Business Inform 12, no. 503 (2019): 370–83. http://dx.doi.org/10.32983/2222-4459-2019-12-370-383.

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Katkov, Serhii. "Implementation of Customer Journey Mapping in Digital Business Development." International Journal of Science and Research (IJSR) 14, no. 3 (2025): 1125–29. https://doi.org/10.21275/ms25319084103.

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Hamilton, Ryan, Rosellina Ferraro, Kelly L. Haws, and Anirban Mukhopadhyay. "Traveling with Companions: The Social Customer Journey." Journal of Marketing 85, no. 1 (2020): 68–92. http://dx.doi.org/10.1177/0022242920908227.

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When customers journey from a need to a purchase decision and beyond, they rarely do so alone. This article introduces the social customer journey, which extends prior perspectives on the path to purchase by explicitly integrating the important role that social others play throughout the journey. The authors highlight the importance of “traveling companions,” who interact with the decision maker through one or more phases of the journey, and they argue that the social distance between the companion(s) and the decision maker is an important factor in how social influence affects that journey. T

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Hawking, Paul. "Business Intelligence Excellence: A Company’s Journey to Business Intelligence Maturity." International Journal of Technology, Knowledge, and Society 8, no. 2 (2012): 91–100. http://dx.doi.org/10.18848/1832-3669/cgp/v08i02/56274.

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Khan, Mohammad Ayub. "Diverse Issues Facing the Business Management Education: A Conceptual Journey." International Journal of Information and Education Technology 5, no. 4 (2015): 287–91. http://dx.doi.org/10.7763/ijiet.2015.v5.518.

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Rechner, Paula L., and Melissa S. Baucus. "Business Ethics as a Life-Long Journey." Proceedings of the International Association for Business and Society 7 (1996): 1297–308. http://dx.doi.org/10.5840/iabsproc19967126.

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Langhorne, John E. "From academe to business: A personal journey." Psychologist-Manager Journal 4, no. 1 (2000): 60–66. http://dx.doi.org/10.1037/h0095879.

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Crandall, Gregory. "A DAM journey in a mature business." Journal of Digital Asset Management 1, no. 2 (2005): 121–25. http://dx.doi.org/10.1057/palgrave.dam.3640021.

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Stansfield, Maree L., Alison McIntosh, and Jill Poulston. "Hospitality artisan entrepreneurs’ perspectives of sustainability." Hospitality & Society 10, no. 3 (2020): 313–34. http://dx.doi.org/10.1386/hosp_00026_1.

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Artisan entrepreneurs are argued to be creative disruptors of business norms influencing societal, political and economic change. Yet, studies of small- and medium-sized hospitality artisan enterprises are few, especially studies of their sustainability practice. This interpretive study used qualitative in-depth interviews with eight New Zealand hospitality operators who are deemed artisan entrepreneurs to glean exploratory insights into their perspectives of sustainability in their enterprises. Thematic analysis revealed four overarching conceptual themes that captured the artisans’ journeys

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Mohsen Al Faqeeh, Fatima, and Syed Zamberi Ahmad. "Royal Transportation Management System – journey to success." Emerald Emerging Markets Case Studies 4, no. 1 (2014): 1–10. http://dx.doi.org/10.1108/eemcs-06-2013-0110.

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Subject Area Total quality management, logistic, entrepreneurship, management and small business management. Study level/applicability The case is relevant for undergraduates specializing in business. The case incorporates courses such as entrepreneurship and small business management. Case overview This case study outlines the factors behind the success of the Royal Transportation Management Systems Company. This company was established in 2007 and has become one of the most successful valet parking companies in Abu Dhabi. The case study will also highlight the company's core concept which is

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Kushwaha, Priyanka. "Analyzing the Customer Journey through Data Analytics." International Journal for Research in Applied Science and Engineering Technology 13, no. 5 (2025): 6046–49. https://doi.org/10.22214/ijraset.2025.71608.

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The quantitative content analysis identified five underlying themes of the customer journey, namely, service satisfaction, failure and recovery, co-creation, customer response, channels and technological disruption. The results section reviewed and discussed each theme and its sub-themes in turn. The review identified important gaps in the literature related to the key stages of a customer journey. Customer Journey Mapping (CJM) is pivotal for understanding and enhancing customer experiences across touchpoints. The integration of real-time data analytics into CJM has transformed this tradition

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Andersson, Svante, Ulf Aagerup, Lisa Svensson, and Sanna Eriksson. "Challenges and opportunities in the digitalization of the B2B customer journey." Journal of Business & Industrial Marketing 39, no. 13 (2024): 160–74. http://dx.doi.org/10.1108/jbim-12-2023-0714.

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Purpose This study aims to explore challenges and opportunities in the digitalization of the business-to-business (B2B) customer journey in different buying situations. It also investigates where in the customer journey digital marketing is most efficient. Design/methodology/approach This research adopts a single case study approach to examine a B2B company that implemented digitalization in its customer journey in different buying situations. Data were collected through semistructured interviews, complemented by internal documents and information from the company’s website and social media, t

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Marja Rasila, Heidi, Peggie Rothe, and Suvi Nenonen. "Workplace experience – a journey through a business park." Facilities 27, no. 13/14 (2009): 486–96. http://dx.doi.org/10.1108/02632770910996333.

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Van Looy, Amy, Manu De Backer, and Geert Poels. "Defining business process maturity. A journey towards excellence." Total Quality Management & Business Excellence 22, no. 11 (2011): 1119–37. http://dx.doi.org/10.1080/14783363.2011.624779.

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Wikantiyoso, Bimo. "Prediction of Archetype Personality on Competence and Entrepreneurial Success: Phase-By-Phase Analysis." Journal of The Community Development in Asia 7, no. 3 (2024): 391–416. http://dx.doi.org/10.32535/jcda.v7i3.3517.

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This study aims to present a conceptual model and provide empirical evidence regarding entrepreneurial archetype and competence in influencing entrepreneurial success, particularly in Small and Medium Enterprises (SMEs). Previous research has found that individual factors such as personality and competence play a significant role in business success. However, the literature on entrepreneurial personality lacks discussion on the role of archetypes in business success. The archetype approach attempts to explain the basic patterns of personal dynamics in self-resource management and environmental

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Sudarsono, Kus. "Profil Penulis Perjalanan Bisnis Hak Cipta Hiburan dalam Konteks Perkembangan Hak Cipta Hiburan pada Kegiatan Hatch." TEXTURE : Art and Culture Journal 5, no. 1 (2022): 97–102. http://dx.doi.org/10.33153/texture.v5i1.4405.

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The journey of an entertainment IP may differ widely amongst IPs. However, there is a pattern that can be deducted from their journey. The journey starts from ideation and prototyping to licensing and partnership. The journey of an entertainment IP takes on multiple disciplines such as arts, marketing, business, public relation, partnership, and many more disciplines. Each stage provides its challenges to continue the journey. Further, each stage must be mastered and well-designed by the IP owner. The stages are Value Propositions, Business Model Generation, Media selection and IP Protection,

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Reddy, Ravi Chandra, and Krupa S K. "EVALUATING THE CUSTOMER JOURNEY." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 12 (2024): 1–7. https://doi.org/10.55041/ijsrem39451.

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This research paper aims to define and frame customer journey, by exploring associated consumer decision making which spotlight the key stages and touch point by categorizing into – (a) Brand owned (b) Partner owned and (c) Brand control. Intricacies the decision-making stages by (a) pre purchase (b) purchase and (c) post purchase. The pioneering research offers to delves into the vibrant world of customer experience, new life into the concept of customer journey, which transfigure how we understand customer interaction and engagement enhancement also unveils and vivid the categorization by ma

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Sorreda, Thomas, and Xavier Philippe. "“Business is business”: a journey into a French suburban drug-dealing bureaucratic gang." Society and Business Review 15, no. 3 (2020): 145–63. http://dx.doi.org/10.1108/sbr-09-2018-0102.

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Purpose Illegal companies remain an underexplored research avenue. Indeed, although extant literature has already discussed organizational analysis of illicit businesses from a marketing or an entrepreneurial point of view, few papers have focused on it. The purpose of this study is to explore and uncover the bureaucratic aspects of this kind of structure. To do so, this study intends to demonstrate that even the most hidden organizations in a given society are shaped by common representations orienting them toward well-disseminated models. Design/methodology/approach An ethno-sociological stu

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Nayak, Digbijay, and Arunaditya Sahay. "Tata Motors Limited: strategic journey towards electric vehicle." Emerald Emerging Markets Case Studies 14, no. 1 (2024): 1–37. http://dx.doi.org/10.1108/eemcs-09-2023-0338.

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Learning outcomes The case study has been prepared for management students/business executives to understand electric vehicle (EV) business, business environment, industry competition and strategic planning and strategy implementation. Case overview/synopsis The size of the Indian passenger vehicle market was valued at US$32.70bn in 2021; it was projected to touch US$54.84bn by 2027 with a Compound Annual Growth Rate (CAGR) of more than 9% during the period 2022–2027. The passenger vehicle industry, a part of the overall automotive industry, was expected to grow at a rapid pace, as the Indian

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Sirohi, Aakash. "Green Business/ Marketing: A Journey towards Ecofriendly and Sustainable Approaches?" Asian Journal of Economics, Business and Accounting 23, no. 12 (2023): 70–84. http://dx.doi.org/10.9734/ajeba/2023/v23i12987.

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During the last two decades, green and sustainable business models (GnSBMs) have become a popular topic of discussion among researchers, practitioners and policymakers. Preponderance of research and an expanding worldwide push to use GnSBMs need a full grasp of the state of research on GnSBMs. "Business should not be detrimental to society nor a parasite on society; rather, it should solely contribute positively to the well-being of society". As a result of this realization, sustainable business development has prompted a significant shift in the way that developing nations extend their busine

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Dr., Biland Sadek. "Corporate Transformation Orchestration (CTxo): Prescriptive Literature the Non-Digital-Native Companies Need Throughout Their Transformation Journey." Journal of Economics, Finance And Management Studies 07, no. 05 (2024): 2597–622. https://doi.org/10.5281/zenodo.11202654.

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In response to disruptions, non-digital-native companies embark on corporate transformation journeys. Research done indicate that most companies fail to survive such journeys. So, why success varies among companies, potentially costing the global economy trillions of dollars? My hypothesis is that those who orchestrate the three components of a corporate transformation (Business model transformation, Digital enabled transformation, and Organizational transformation) are more successful in their transformation journey compared to companies who don’t. By conducting a case study research of

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Zainudin, Dolhadi, and Suhaimi Mhd Sarif. "Madura Enterprise Journey of Growth with 5S." IIUM Journal of Case Studies in Management 14, no. 2 (2023): 21–29. http://dx.doi.org/10.31436/ijcsm.v14i2.211.

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Mr. Madura's implementation of the 5S practices in his grocery shop led to remarkable transformations in efficiency, cleanliness, and customer satisfaction. Inspired by the success, he expanded the practices to his other outlets, creating a culture of order and harmony within his business. Customers noticed the improvements, attracting more people to his shops and fueling his determination to sustain the 5S practices. Continuous training and monitoring ensured that the practices remained a priority. Mr. Madura organized refresher sessions, conducted inspections, and provided feedback to his em

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Perna, Andrea, Thomas O’Toole, Enrico Baraldi, and Gian Luca Gregori. "The value co-creation journey: a longitudinal process unfolding in a network through collaboration." Journal of Business & Industrial Marketing 37, no. 13 (2022): 182–96. http://dx.doi.org/10.1108/jbim-09-2021-0439.

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Purpose This study aims to develop our understanding of the value co-creation process in business networks. This study identifies four key sub-processes that characterize the value co-creation journey as it unfolds across an inter-organizational network. These four sub-processes are opportunity co-creation, solution co-creation, complementary co-creation and activated co-creation. Design/methodology/approach Reflecting the exploratory nature of this research, the methodology relies on an in-depth case study, which is analyzed through the lens of the resource interaction occurring within the sp

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Gull, Shamaila. "Interloop Limited: A journey from ethics to business sustainability." Building Sustainable Legacies: The New Frontier Of Societal Value Co-Creation 2015, no. 7 (2015): 190–228. http://dx.doi.org/10.9774/gleaf.8901.2015.de.00007.

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Agariya, Arun Kumar, P. M. Unnikrishnan, and Jyoti Tikoria. "TQM to business excellence: a research journey (1985-2018)." International Journal of Business Excellence 19, no. 3 (2019): 323. http://dx.doi.org/10.1504/ijbex.2019.10024244.

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Unnikrishnan, P. M., Jyoti Tikoria, and Arun Kumar Agariya. "TQM to business excellence: a research journey (1985-2018)." International Journal of Business Excellence 19, no. 3 (2019): 323. http://dx.doi.org/10.1504/ijbex.2019.102819.

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Hwang, Soo Chiat, and Havovi Joshi. "City Developments Limited: a journey in sustainable business development." Emerald Emerging Markets Case Studies 3, no. 8 (2013): 1–13. http://dx.doi.org/10.1108/eemc-11-2013-0049.

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Title – City Developments Limited: a journey in sustainable business development. Subject area – Business development, sustainable business practices, corporate social responsibility. Study level/applicability – Executive education, postgraduate, undergraduate. Case overview – City Developments Limited (CDL) is one of Singapore ' s leading international property and hotel conglomerates, involved in real estate development and investment, hotel ownership and management, facilities management and the provision of hospitality solutions. The group has developed over 22,000 luxurious and quality ho

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Chiat, Hwang Soo, and Havovi Joshi. "City Developments Limited: a journey in sustainable business development." Emerald Emerging Markets Case Studies 3, no. 8 (2013): 1–13. http://dx.doi.org/10.1108/eemcs-11-2013-0049.

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Subject area Business development, sustainable business practices, corporate social responsibility. Study level/applicability Executive education, postgraduate, undergraduate. Case overview City Developments Limited (CDL) is one of Singapore's leading international property and hotel conglomerates, involved in real estate development and investment, hotel ownership and management, facilities management and the provision of hospitality solutions. The group has developed over 22,000 luxurious and quality homes in Singapore, catering to a wide range of market segments. CDL is widely recognised as

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Jha, Aditya, Suresh Kumar Sahani, Anshuman Jha, and Kameshwar Sahani. "Business Insights Unveiled: A Journey through Linear Programming Problems." Mikailalsys Journal of Mathematics and Statistics 1, no. 1 (2023): 1–14. http://dx.doi.org/10.58578/mjms.v1i1.1948.

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This project delves into the world of linear programming problems (LPP), a powerful optimization technique. It delves into the historical background, key features, fundamental assumptions, and wide-ranging applications of LPP. It also explores two hypothetical case studies: one in investment portfolio optimization and the other in advertisement budget allocation. LPP serves as a guiding light in making strategic investment decisions by maximizing returns and minimizing risks. In the context of advertising, it enables efficient budget allocation to reach the maximum audience and achieve the hig

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Van Grembergen, Wim, and Steven De Haes. "A Research Journey into Enterprise Governance of IT, Business/IT Alignment and Value Creation." International Journal of IT/Business Alignment and Governance 1, no. 1 (2010): 1–13. http://dx.doi.org/10.4018/jitbag.2010120401.

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Enterprise governance of IT is a relatively new concept in literature, and is gaining more interest in the academic and practitioner’s world. Enterprise governance of IT addresses the definition and implementation of processes, structures and relational mechanism that enable both business and IT people to execute their responsibilities in support of business/IT alignment and the creation of value from IT-enabled business investments. This article introduces important theories and practices around Enterprise governance of IT based on joint research and practical experience of the authors (and e

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von Rosing, Mark, Nathan Fullington, and John Walker. "Using the Business Ontology and Enterprise Standards to Transform Three Leading Organizations." International Journal of Conceptual Structures and Smart Applications 4, no. 1 (2016): 71–99. http://dx.doi.org/10.4018/ijcssa.2016010104.

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This case story covers the exciting journey of three growth organizations and how they applied the Global University Alliance developed Business Ontology and various enterprise standards to innovate and transform their organization. The paper does so by firstly elaborating on the theory, then it introduces the three organizations, discussed the challenges and issues at hand. Followed by a discussion of their journey and the solution description. Various details about the journey and how enterprise standards where used will be shared, including how these standards assisted these organizations i

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Holmes, Jane. "Women in the Global Business Events Industry." International Journal of Business Events and Legacies 3, no. 1 (2022): 27–33. http://dx.doi.org/10.63007/maju4871.

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This submission is written by Jane Vong Holmes as an opinion piece. Jane is the Senior Manager – Asia of GainingEdge, and currently holds the position of ICCA (International Congress and Convention Association) Asia Pacific Chapter Chair. In her article, she examines women leadership in the global meetings industry and shares some efforts by organisations and trade bodies to not only address but also champion gender equality and diversity. She reflects on her own two-decade journey in this industry and what she feels are universal ingredients for success regardless of gender. She also stressed

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Grosskopf, Brit, and Graeme Pearce. "Do You Mind Me Paying Less? Measuring Other-Regarding Preferences in the Market for Taxis." Management Science 66, no. 11 (2020): 5059–74. http://dx.doi.org/10.1287/mnsc.2019.3483.

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We present a natural field experiment designed to measure other-regarding preferences in the market for taxis. We employed testers of varying ethnicity to take a number of predetermined taxi journeys. In each case, we endowed them with only 80% of the expected fare. Testers revealed the amount they could afford to pay to the driver midjourney and asked for a portion of the journey for free. In a 2 × 2 between-subjects design, we vary the length of the journey and whether a business card is elicited. We find that (1) the majority of drivers give at least part of the journey for free, (2) giving

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Ubiparipović, Bogdan, Lazar Raković, Slobodan Marić, and Vuk Vuković. "Digital business agility." Ekonomika 69, no. 2 (2023): 75–86. http://dx.doi.org/10.5937/ekonomika2302075u.

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In the business environment, a high level of competitiveness is largely determined by technological development, hence the need for continuous adaptation of organizational strategies, often by digitally transforming the business models. Business agility, as the ability to identify and adapt to digital technologies in a timely manner, represents a successful response and plays a profound role in the organization's success. By analyzing recent literature, this paper examines the importance of digital business agility and how digital technologies themselves contribute to the development of compre

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McGrane, Fódhla. "The Need to Personalise Business Ethics Education." Journal of Business Ethics Education 19 (2022): 153–68. http://dx.doi.org/10.5840/jbee2022199.

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Can business ethics textbooks and modules prepare business students to manage ethical challenges if they bypass students’ personal ethics? This paper is an academic reflection by a Higher Education, business ethics tutor in the UK and Ireland. It charts a pedagogic journey of moving away from lecturing based on the contents of the standard, “impersonal”, business ethics textbook, to moving towards facilitating interaction among students about their ethics in all parts of life, and especially “at work” in their part-time employment. The rationale for this pedagogic shift is supported by excerpt

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Talekar, P. R. "'SARTHAK'– end to end skill solution model: A Study of CSR Initiatives with special reference to Skill Development Programs undertaken for Rural Areas of Rajasthan." International Journal of Advance and Applied Research 5, no. 17 (2024): 129–33. https://doi.org/10.5281/zenodo.12179104.

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The Corporate Social Responsibility (CSR) Function has emerged and characterized as a sustainable business strategy and the society as a key stakeholder for any business scenario. In India this has been a journey of transformation from Charity (philanthropic) to trusteeship, social accountability and finally moving as a Sustainable Business Strategy where in Stakeholder focused approach is adopted. Skill Building is the National Agenda for overall socio-economic growth of India and the corporates can play vital role in this journey as corporates also need to create sustainable solutions for so

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Dalgleish, Diane, Rory Mauricio, and Tessia Williams. "Journey to excellence." TQM Journal 25, no. 4 (2013): 431–40. http://dx.doi.org/10.1108/17542731311314908.

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Singh, Shikha, Shweta Mittal, and Anuraag Awasthi. "Astitva: An Unsustainable Social Entrepreneurship Journey." South Asian Journal of Business and Management Cases 10, no. 1 (2021): 121–36. http://dx.doi.org/10.1177/22779779211006803.

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Astitva was founded as a not-for-profit organization by Anamika Yaduvanshi, in 2013. The objective of the non-governmental organization (NGO) was to make a visible difference in the lives of disadvantaged sections of the society. Within a short period since its inception, the NGO had positively impacted the lives of individuals and families living in the Wazirpur area. The case helps to understand that even after venturing into vast philanthropic activities, Anamika could not create sustainable livelihoods for the disadvantaged sections of Wazirpur. Is it because of lack of focus on surplus ma

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Allarakhia, Hawa. "Path combines passions for business, education, technology." Student Affairs Today 27, no. 5 (2024): 12. http://dx.doi.org/10.1002/say.31432.

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Catherine Coe's journey combined her passions for business and education and led her into a career in higher education. She's now Director of Competency Development and Program Evaluation at the Warrington College of Business at the University of Florida. The following excerpt of our discussion has been edited for space and clarity.

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Nnenna Ijeoma Okeke, Olufunke Anne Alabi, Abbey Ngochindo Igwe, Onyeka Chrisanctus Ofodile, and Chikezie Paul-Mikki Ewim. "Customer journey mapping framework for SMES: Enhancing customer satisfaction and business growth." World Journal of Advanced Research and Reviews 24, no. 1 (2024): 2004–18. http://dx.doi.org/10.30574/wjarr.2024.24.1.3206.

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Customer journey mapping (CJM) is an essential tool for small and medium-sized enterprises (SMEs) to understand and optimize their interactions with customers, thereby driving satisfaction and business growth. This review outlines a customer journey mapping framework designed specifically for SMEs, aiming to enhance customer experiences through a structured approach to identifying key touchpoints, pain points, and opportunities for improvement across the customer lifecycle. The proposed framework involves systematically mapping out every stage of the customer journey, from initial awareness to

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Nnenna, Ijeoma Okeke, Anne Alabi Olufunke, Ngochindo Igwe Abbey, Chrisanctus Ofodile Onyeka, and Paul-Mikki Ewim Chikezie. "Customer journey mapping framework for SMES: Enhancing customer satisfaction and business growth." World Journal of Advanced Research and Reviews 24, no. 1 (2024): 2004–18. https://doi.org/10.5281/zenodo.15051381.

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Customer journey mapping (CJM) is an essential tool for small and medium-sized enterprises (SMEs) to understand and optimize their interactions with customers, thereby driving satisfaction and business growth. This review outlines a customer journey mapping framework designed specifically for SMEs, aiming to enhance customer experiences through a structured approach to identifying key touchpoints, pain points, and opportunities for improvement across the customer lifecycle. The proposed framework involves systematically mapping out every stage of the customer journey, from initial awareness to

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Momeni, Beheshte, Mario Rapaccini, and Miia Martinsuo. "Manufacturers managing complexity during the digital servitization journey." Journal of Manufacturing Technology Management 35, no. 9 (2024): 51–72. http://dx.doi.org/10.1108/jmtm-07-2023-0275.

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PurposeManufacturers face various challenges and risks during their digital servitization (DS), due to the complexity caused by introducing breakthrough technologies, increasingly complex product-service solutions and new stakeholders in the business network. The process necessitates the implementation of various changes that usually happen over a long period of time. Using complexity management as a theoretical lens, this paper delves into manufacturers’ DS journeys and explores how manufacturers manage the associated complexities.Design/methodology/approachThis paper investigates the DS jour

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Ana, Branco, Silva Sónia, Silva Tiago, Pereira Adalmiro, and Teixeira Tânia. "Business Analysis – A Case Study of Delta Cafés." International Journal of Social Science and Human Research 07, no. 11 (2024): 8169–74. https://doi.org/10.5281/zenodo.14161975.

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This in-depth research digs into Delta Cafés' rich history, strategic advancements, and current strategies. The key goals of this paper are to unearth the historical milestones that have shaped Delta Cafés, analyze its present market positioning, and examine the leadership concepts that have been critical to its success. Our work strives to provide useful insights into Delta Cafés' journey of continual expansion, innovation, and the enduring ideals that characterize its essence through a comprehensive examination of the company's history. Our project looks into the compell

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Machado, Romeu Biscaia. "Design Management and Business Success: The Emerging Connection." Design Management Review 27, no. 2 (2016): 44–49. http://dx.doi.org/10.1111/drev.12009.

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What does it look like when a company becomes design‐led? Where might this journey take your organization?Companies using strategic design post a 219 percent better result than their peers? How do I bring some of this design value into my organization?

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Makin, David, and Evan Boyle. "Industry 4.0 and the digital transformation journey." APPEA Journal 59, no. 2 (2019): 643. http://dx.doi.org/10.1071/aj18261.

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Industry 4.0 is upon us and our leaders are reimagining what our industrial world should look like. We are embracing more and more automation, big data analytics, machine learning and artificial intelligence in the quest for productivity and safety. The industry talks of social responsibility and sustainability, and these drivers are changing the world in which we work and the ways we interact. Although physical changes (new equipment, systems and tools) are relatively easy to fathom, the social impact is not. Traditional business services, execution and operational models are changing or even

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Khan, Jamshed Hasan. "SPEL: The Quality Journey." Asian Case Research Journal 09, no. 02 (2005): 203–35. http://dx.doi.org/10.1142/s021892750500068x.

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Synthetic Products Enterprises (Private) Limited (SPEL) was one of the few (indigenous) Pakistani companies that had introduced and implemented many quality and productivity improvement initiatives. These included Benchmarking, Statistical Quality Control, Quality Control Circles, and 5S'. A distinguishing feature of these initiatives was the involvement and motivation of its employees. However, with emerging competition coupled with reduced trade barriers, it became imperative for the company to constantly review and improve its current systems, which were predominantly quality driven. SPEL w

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Karki, Dhruba. "The Heroic Journey in Popular Culture." Tribhuvan University Journal 29, no. 1 (2016): 25–40. http://dx.doi.org/10.3126/tuj.v29i1.25668.

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Popular culture integrates people in diverse settings. Individuals share ideas through materials they use, including food, dresses, movies, magazines, and holiday spots. In the past, people set for pilgrimage to holy sites; these days, they go on trekking through hills. Pilgrimages to consecrated sites have been replaced by people's journey to discotheque, fashion center and shopping complex in the modern time corporate world. What binds them together is the transformation of consciousness in line with the journey from the terrestrial to the celestial sphere. Specific human activities, includi

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