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Journal articles on the topic 'Successful companies'

Author: Grafiati

Published: 28 May 2022

Last updated: 31 July 2025

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1

Johnson, Robert, and Luc Soenen. "Indicators of Successful Companies." European Management Journal 21, no. 3 (2003): 364–69. http://dx.doi.org/10.1016/s0263-2373(03)00050-1.

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2

Anderson, Danyle, Bettina Gohm, Larissa Rapp, and Dirk Filbert. "Successful Companies Compensate With Shares." Compensation & Benefits Review 45, no. 3 (2013): 164–70. http://dx.doi.org/10.1177/0886368713503932.

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3

Davis, Thomas J., and Charles P. Stetson. "CREATING SUCCESSFUL VENTURE‐BACKED COMPANIES." Journal of Business Strategy 5, no. 3 (1985): 45–58. http://dx.doi.org/10.1108/eb039074.

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4

Mathe, Hervé, and Cynthia Perras. "Successful global strategies for service companies." Long Range Planning 27, no. 1 (1994): 36–49. http://dx.doi.org/10.1016/0024-6301(94)90005-1.

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5

Calori, Roland, and CESMA. "How successful companies manage diverse businesses." Long Range Planning 21, no. 3 (1988): 80–89. http://dx.doi.org/10.1016/0024-6301(88)90037-4.

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Yusupjanovich, Sharibayev Nosir, Mamatov Azizbek Muxammadjon o‘g‘li, and Sharibayev Erkin Yusupjanovich. "CASE STUDY: SUCCESSFUL EXAMPLES OF SECUBE APPLICATION IN LARGE COMPANIES." American Journal of Engineering and Technology 5, no. 12 (2023): 38–40. http://dx.doi.org/10.37547/tajet/volume05issue12-09.

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This article presents a series of case studies illustrating successful applications of SeCube in large companies. These case studies provide real-world examples of how SeCube, an advanced information security management system, has been effectively utilized to enhance cybersecurity, streamline risk management, and ensure regulatory compliance. The cases highlight various industries, including finance, healthcare, and technology, showcasing SeCube's versatility and adaptability in different corporate environments. The objective is to offer insights into the practical benefits and strategic valu

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7

Cooper, Rachel, and John Thakera. "Winners: How Successful Companies Innovate by Design." Design Issues 14, no. 2 (1998): 95. http://dx.doi.org/10.2307/1511855.

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Davis, Evan, Stephanie Flanders, and Jonathan Star. "Who are the world's most successful companies?" Business Strategy Review 2, no. 2 (1991): 1–26. http://dx.doi.org/10.1111/j.1467-8616.1991.tb00150.x.

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9

Calori, R., and R. Noel. "Successful strategies in French high technology companies." Long Range Planning 19, no. 6 (1986): 54–65. http://dx.doi.org/10.1016/0024-6301(86)90097-x.

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10

Tutcher, Gail. "How Successful Companies Improve through Internal Benchmarking." Managing Service Quality: An International Journal 4, no. 2 (1994): 44–46. http://dx.doi.org/10.1108/09604529410796215.

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11

Tagiuri, Renato, and John A. Davis. "On the Goals of Successful Family Companies." Family Business Review 5, no. 1 (1992): 43–62. http://dx.doi.org/10.1111/j.1741-6248.1992.00043.x.

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Providing clear goals for a company and communicating them are among the most powerful means for guiding the behavior of the people in an organization. In this article, we explore the range of objectives or goals of family-owned and -managed companies and identify those most commonly regarded as important by owner-managers. Further, we describe six major empirical dimensions of goals that we derived by factor-analytic procedures. Finally, we suggest how researchers, managers, and consultants can use our work to help owner-managers clarify and communicate their goals.

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12

Dubrovski, Drago. "Characteristics of Strategic Partnerships between Differently Successful Companies." Journal of Financial Risk Management 09, no. 02 (2020): 82–98. http://dx.doi.org/10.4236/jfrm.2020.92005.

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13

Tane, Lance D. "Guidelines to Successful Flex Plans., Four Companies ' Experiences." Compensation Review 17, no. 3 (1985): 38–45. http://dx.doi.org/10.1177/088636878501700304.

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14

Mehta, Nikhil. "Successful knowledge management implementation in global software companies." Journal of Knowledge Management 12, no. 2 (2008): 42–56. http://dx.doi.org/10.1108/13673270810859505.

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15

Kohnen, James B. "Built to Last: Successful Habits of Visionary Companies." Quality Management Journal 3, no. 1 (1995): 11–12. http://dx.doi.org/10.1080/10686967.1995.11918709.

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Thompson, Brian S. "Winners! How today's successful companies innovate by design." Materials & Design 17, no. 5-6 (1996): 304. http://dx.doi.org/10.1016/s0261-3069(97)82747-1.

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17

Whatmore, John. "Built to last—Successful habits of visionary companies." Long Range Planning 30, no. 1 (1997): 139. http://dx.doi.org/10.1016/s0024-6301(97)86593-4.

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18

Long, Carl. "Built to last: Successful habits of Visionary companies." Organizational Dynamics 24, no. 2 (1995): 91–92. http://dx.doi.org/10.1016/0090-2616(95)90075-6.

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19

Barua, Rony. "Software Testing: The Backbone of Successful Tech Companies." International Journal of Computer Science, Algorithms and Programming Languages 1, no. 1 (2025): 15–25. https://doi.org/10.46610/ijcsapl.2025.v01i01.002.

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Given today’s digital economy, effective software is a crucial tool to boost business processes, productivity, and customer satisfaction. However, applications that were not properly tested can result in security vulnerabilities, systems breakdown, and losses. Therefore, software testing becomes indispensable to performance and reliability as it significantly mitigates risks. Deploying a structured testing procedure enables bugs to be detected early, thus preventing expensive failures post-deployment. Nobody wants to put their time and trust in software that is slow or unreliable, and e-commer

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20

Stan, Luciana Cristiana, and Josef Windsperger. "Successful Career in Manufacturing Enterprises." Applied Mechanics and Materials 809-810 (November 2015): 1565–70. http://dx.doi.org/10.4028/www.scientific.net/amm.809-810.1565.

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Permanent changes and controlled environmental conditions change in operating companies and requires new management methods. Success in modern sustainable development is an area of concern for both managers and for people science. Article discusses the career success in industrial enterprises which promotes sustainable development by setting the quantitative and qualitative components, identify methods for assessing employee performance, productivity measurement and analyzes the changing resource targeting mechanisms that drive towards achieving sustainable excellence of industrial companies.

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21

Jia, Qi. "Determinants of Successful IPOs in the US Market." BCP Business & Management 37 (February 1, 2023): 485–92. http://dx.doi.org/10.54691/bcpbm.v37i.3609.

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This paper will discuss the impact of internal and external factors on the IPO process. Primarily aimed at discussing the impact of Investment banks, Regulator Agencies, Company Executives and Other Financial Intermediaries on the IPO process. As regulators' rules change, companies and financial intermediaries need to respond in a timely manner to ensure successful IPOs. On the other hand, trusted financial intermediation and stable company management will help companies in preparing for IPO more smoothly. Investment banks will guide companies in choosing the right markets and act as a bridge

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22

Peabody, John, Trever Burgon, David Paculdo, et al. "Postmortems on diagnostic testing start-ups: reports of commercial successes and failures and the case of the Zombie life science company." BMJ Innovations 7, no. 1 (2020): 11–17. http://dx.doi.org/10.1136/bmjinnov-2020-000431.

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BackgroundFrom 2014 to 2017, more than 1000 diagnostic companies were launched, securing more than US$10 billion in investment.MethodsWe performed an in-depth exploration of 28 diagnostic companies to differentiate successful and failed startups, plus a third ‘Zombie’ state where companies have achieved financial solvency but without long-term viability.ResultsFrom these data, we created a five-phase, 13-item framework indicating the corporate health of a diagnostic company as it progresses from conception to commercialisation. We found 6 successful companies, 14 failures and 8 Zombies. On a s

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23

Khumalo, Reinford. "Decision-making structures for successful management in Zimbabwe." South African Journal of Business Management 30, no. 1 (1999): 14–22. http://dx.doi.org/10.4102/sajbm.v30i1.751.

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This article discusses one of the management attributes discovered about Zimbabwe's most successful companies - decision-making structures. Seven most successful companies from among those quoted on the Zimbawean Stock Exchange (ZSE) were selected in terms of financial and macroeconomic criteria in their industrial categories. The research for attributes was mainly qualitative - consisting of interviews of chief executives, departmental managers, skilled, semi-skilled, and unskilled employees of the companies. The interviewees were also asked to complete a quantitative instrument, a semantic d

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Denisova, A. L., A. N. Lopatnikov, and A. Yu Rumyantsev. "Market ranking of successful digital business models." UPRAVLENIE / MANAGEMENT (Russia) 11, no. 3 (2023): 78–96. http://dx.doi.org/10.26425/2309-3633-2023-11-3-78-96.

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The transition from industrial to service economy resulted in a wider adoption of asset-light strategies and technology-enabled business models. In the last ten years, digital companies have ascended to the top of the most valuable firms lists. Various aspects of digital business models have been exhaustively discussed in management literature, but their economic dimension remains under-researched.We analyze how strategy and business model add value and propose using historical volatility of valuation multiples for ranking companies by the degree of investors’ understanding of a firm’s strateg

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Khumalo, Reinford. "Training Employees as a Management Attribute of Successful Companies." Psychological Reports 89, no. 3 (2001): 609–15. http://dx.doi.org/10.2466/pr0.2001.89.3.609.

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This paper discusses training as an important attribute of successful companies and identified as characteristic of excellent Zimbabwean companies. Although confident this attribute contributes to successful performance by companies in which it is applied, it is possible that contributions could be more effective were all characteristics implemented collectively. However, the research suggests that training alone can offer significant improvement in employees' performance.

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26

HERSTATT, CORNELIUS, CHRISTOPH STOCKSTROM, BIRGIT VERWORN, and AKIO NAGAHIRA. ""FUZZY FRONT END" PRACTICES IN INNOVATING JAPANESE COMPANIES." International Journal of Innovation and Technology Management 03, no. 01 (2006): 43–60. http://dx.doi.org/10.1142/s0219877006000703.

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In this paper, we report on the results of a large-scale study about typical front-end-related innovation practices in 553 Japanese mechanical and electrical engineering companies. We explore typical activities concerning the generation and assessment of new product ideas, the reduction of technological as well as market uncertainty and front end planning. Finally, we report on the differences between successful and unsuccessful companies. Our study confirms earlier findings about the frequent use of creativity techniques in Japan during the process of idea generation. We also find companies t

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27

Erceg, Vanja, and Tihomir Zoranović. "Required competencies for successful digital transformation." Ekonomika 66, no. 3 (2020): 47–54. http://dx.doi.org/10.5937/ekonomika2003047e.

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In the middle of the Fourth Industrial Revolution there is a digital transformation that will completely change our understanding of business. The development of Industry 4.0 with technologies such as Cloud computing, the Internet of Things, and artificial intelligence will significantly impact on current business models. In order to successfully implement the digital transformation and survive in the global market, companies must own adequate intellectual capital. Apart from technical skills, employees will need to adapt to the new digital strategy, organizational structure, and business cult

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28

Uwadia, E.F., B.A. Jimoh, P.A.P. Ojeh, and D.D.M. Usman. "The Impacts of Foreign Constructions Companies on Indigenous Companies: Nigeria as a Case Study." European Journal of Advances in Engineering and Technology 8, no. 7 (2021): 32–38. https://doi.org/10.5281/zenodo.10650648.

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<strong>ABSTRACT</strong> <em>This research was conducted in order to evaluate the impact of foreign construction companies on the Nigerian construction industry. The research study examined the nature of projects handled by foreign contractors in Warri. It also identified and assessed the factors that determine the successful performance of local contractors. The study gathered its information from both primary and secondary sources. Data from the primary source were collected from seventy-five construction professionals both in the public and private sectors. The sampling technique employed

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29

Huixin, Yin, and Valery P. Slanov. "TRANSNATIONALIZATION OF CHINESE COMPANIES: SUCCESSFUL STRATEGIES FOR BRAND PROMOTION." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2/6, no. 143 (2024): 64–70. http://dx.doi.org/10.36871/ek.up.p.r.2024.02.06.008.

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The article examines successful internationalization strategies of Chinese brands. The features of effective positioning of Chinese brands on the world stage are explored using the examples of Haier and Lenovo. The opportunities and challenges faced by companies in modern conditions of globalization and geopolitical dynamics are analyzed. Using the example of two companies, several effective strategies for promoting brands abroad are proposed.

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30

Montano, Borja, Marcos García-López, and María Inmaculada López-Ortiz. "Sadyt: A Successful Business Case 1995–2019." Water 12, no. 11 (2020): 3003. http://dx.doi.org/10.3390/w12113003.

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This paper seeks to explain the internationalization process of Sadyt from 1995 (date of foundation) to the present day. This company, belonging to the Sacyr de Vallehermoso group, began its international expansion in markets such as Algeria, Tunisia, and Australia. Carrying out this case study focused on one of the companies is justified by its substantial improvement in the global ranking of desalination companies. The history of this case of business success is relevant because ten of the twenty companies that lead the global desalination market are Spanish and this fact is completely unkno

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31

Mohammad, Adel, Sameh Ghwanmeh, and Ali Al-Ibrahim. "Enhanced Framework for Building Successful Website for Informative Companies." International Journal of Computer Applications 78, no. 3 (2013): 1–7. http://dx.doi.org/10.5120/13466-8215.

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32

Lytvyn, Iryna. "Companies-unicorns as a product of successful startup ecosystems." Management and Entrepreneurship in Ukraine: the stages of formation and problems of development 2022, no. 1 (2022): 206–14. http://dx.doi.org/10.23939/smeu2022.01.206.

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The article studied the essence and history of the term "unicorn startups", identified features of the formation and development of unicorn companies, outlined the main differences between unicorn startups and traditional innovative companies. The author analyzed the geographical and sectoral features of unicorn startups, identified economic activities, and locations of the most active occurrence of unicorn digs on a global scale. The article analyzed the main factors of successful formation and development of unicorn startups, among them, identified a very important factor – the state and qua

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33

HSU, KAI YIN. "Exploring the Key Successful Factors of Energy Service Companies." Academy of Management Proceedings 2020, no. 1 (2020): 11829. http://dx.doi.org/10.5465/ambpp.2020.11829abstract.

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34

Čirjevskis, Andrejs. "Unbundling dynamic capabilities in successful Asian-Pacific shipping companies." Journal of Asia Business Studies 11, no. 2 (2017): 113–34. http://dx.doi.org/10.1108/jabs-11-2015-0192.

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Purpose This paper aims to add to the understanding of dynamic capabilities (DC) as sources of competitive advantage of successful Asian-Pacific shipping companies by demonstrating that DC development unfolds in three steps, from recognition that the environment has changed, to the decision to deploy DC, to assets re-orchestration. Design/methodology/approach Based on an approach involving two illustrative case studies, the author analyzed DC development of Chinese and Singaporean-based shipping groups in depth. The analysis was centered on DC by investigating how strategic decision-making on

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35

Stein, Volker. "Rezensionen: Built to Last. Successful Habits of Visionary Companies." German Journal of Human Resource Management: Zeitschrift für Personalforschung 10, no. 2 (1996): 189–91. http://dx.doi.org/10.1177/239700229601000210.

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36

KHUMALO, REINFORD. "TRAINING EMPLOYEES AS A MANAGEMENT ATTRIBUTE OF SUCCESSFUL COMPANIES." Psychological Reports 89, no. 7 (2001): 609. http://dx.doi.org/10.2466/pr0.89.7.609-615.

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37

Heugens, Pursey P. M. A. R. "Fame & Fortune: How Successful Companies Build Winning Reputations." Corporate Reputation Review 6, no. 4 (2004): 390–95. http://dx.doi.org/10.1057/palgrave.crr.1540007.

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38

Koblianska, Inna, Wang Fujin, and Du Shutong. "ELABORATION OF SUCCESSFUL ESG POLICY: LEARNING FROM EUROPEAN COMPANIES." Економіка розвитку систем 6, no. 1 (2024): 24–30. http://dx.doi.org/10.32782/2707-8019/2024-1-3.

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The ESG (Environmental, Social, Governance) approach serves as a strategic response to contemporary social and environmental challenges, embodying a company's awareness, vision, and measures towards achieving sustainable development goals. Simultaneously, ESG policy is a communication tool with stakeholders and a determinant of the company's competitiveness. This study aims to delineate the principal components of ESG policy and strategy – namely, vision, values, and goals – through an in-depth examination (textual analysis) of successful ESG companies' practices. To this end, ten leading Euro

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39

Ganpati Goel. "How to Have A Successful Collaboration between Automotive Companies." Journal of Information Systems Engineering and Management 10, no. 45s (2025): 431–50. https://doi.org/10.52783/jisem.v10i45s.8890.

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As the automotive industry faces challenges of transitioning to electric vehicles, integrating advanced technologies, and achieving sustainability goals, strategic collaborations are becoming increasingly necessary. Driving innovation, efficiency improvement, and market expansion has become instrumental in the partnerships. This paper discusses the high and low points of building effective alliances by examining case studies that have succeeded and the obstacles they confronted. Clear goal alignment, open communication with the customer, and culture adaptation are critical components to achiev

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40

Pursall, Tony. "Cayman Islands foundation companies." Trusts & Trustees 25, no. 6 (2019): 656–61. http://dx.doi.org/10.1093/tandt/ttz049.

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Abstract Foundation companies have now been available in the Cayman Islands for over 16 months. In addition to a summary of the main provisions of the legislation and upcoming legislative developments, this article takes the opportunity to consider how successful the legislation has been and the uses to which foundation companies have been put over that period.

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41

Suryani, Eli. "Analisis Faktor Kritis Keberhasilan pada Implementasi E-Procurement." ComTech: Computer, Mathematics and Engineering Applications 2, no. 2 (2011): 1164. http://dx.doi.org/10.21512/comtech.v2i2.2930.

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The purpose of this study is to analyze the Critical Success Factor of e-procurement implementation, that is able to show the influence factors of successful implementation of e-procurement in companies. This study uses benchmarking method to examine the non-random selected samples from some companies which are advanced in implementing e-procurement including the contextual analysis of issues related to similar situations. From the findings then performed the identification and benchmarking study, mapping towards the successful practice at the companies. Eventually it is concluded that there i

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42

Minocher, Xerxes. "Online consumer activism: Challenging companies with Change.org." New Media & Society 21, no. 3 (2018): 620–38. http://dx.doi.org/10.1177/1461444818803373.

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Within this article, I explore how consumer activists use the petition site Change.org to successfully resist and challenge corporate business practices. Bringing together literature from communication, political science and consumer behaviour, and using case studies of two successful campaigns, I trace a process of online consumer activism where the comments of individuals pursuing personal publicity aggregate to attract negative media attention to a brand, leading to subsequent corporate behaviour change. This process of online consumer activism illustrates a dynamic interplay between online

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43

Korinnyi S. O. and Holianchuk A. R. "ANALYSIS OF KEY COMPETITIVE STRATEGIES EMPLOYED BY INTERNATIONAL COMPANIES." International Journal of Innovative Technologies in Economy 2, no. 6(18) (2018): 47–50. http://dx.doi.org/10.31435/rsglobal_ijite/01072018/5944.

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   Today there are plenty of companies that compete for customers’ attention and loyalty. But some companies are successful and win in this battle, and others are being disappeared from markets. The reason of this is a successful or failing competitive strategy. There are a lot of factors that cause this choice and define its results. In the article there is provided a theoretical ground of types and key features of competitive strategies. It is proved with examples of companies that use them and the way they do it. There is also given an analysis of key factors that make the

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44

Excel G Chukwurah and Samuel Aderemi. "ELEVATING TEAM PERFORMANCE WITH SCRUM: INSIGHTS FROM SUCCESSFUL U.S. TECHNOLOGY COMPANIES." Engineering Science & Technology Journal 5, no. 4 (2024): 1357–71. http://dx.doi.org/10.51594/estj.v5i4.1038.

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Scrum, a popular Agile framework, has been widely adopted by U.S. technology companies to enhance team performance and deliver high-quality products efficiently. This review explores how successful U.S. technology companies leverage Scrum to elevate team performance, drive innovation, and achieve business objectives. Key insights from these companies reveal the transformative impact of Scrum on team dynamics, collaboration, and product delivery. By embracing Scrum principles, such as iterative development, self-organization, and continuous improvement, these companies have been able to overcom

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45

Kim, Jongah, Daehong Kim, and Jeongmin Nam. "Cluster analysis of post-venture funding success and failure : From an Investor's Perspective." Korean Career, Entrepreneurship & Business Association 8, no. 6 (2024): 99–114. https://doi.org/10.48206/kceba.2024.8.6.99.

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This study is an empirical analysis of successful and unsuccessful companies from the perspective of investors. Accelerators and VCs were surveyed and asked to recall the most successful and unsuccessful companies after investment and answer the questionnaire. We sent 150 questionnaires, but received 68 responses from failed companies and 69 responses from successful companies, and conducted empirical analysis with 137 data. Using Wards, a hierarchical cluster analysis, the structure of the clusters was identified through a dendrogram, and using K-means cluster analysis, the failed companies w

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46

Davies, Theresa-Anne. "New product strategy: Key characteristics that distinguish leading innovators in selected large South African manufacturing industries." South African Journal of Business Management 28, no. 4 (1997): 129–37. http://dx.doi.org/10.4102/sajbm.v28i4.798.

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Product innovation has to be universally recognized as a central strategy for building market share and securing business success. The purpose of this exploratory research study was to attempt to identify key characteristics that distinguish leading innovators in selected South African Industries. Based on the findings from both the qualitative and quantitative studies, a profile emerges of successful companies that appears to distinguish them from less successful companies, and some guidelines are suggested in terms of the types of strategies that appear to be effective, the type of leadershi

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47

Bragina, D., and N. Molodchik. "Drivers of Engagement: Practices of Russian Companies." Management of the Personnel and Intellectual Resources in Russia 9, no. 6 (2021): 44–50. http://dx.doi.org/10.12737/2305-7807-2021-44-50.

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The article provides a definition of personnel involvement as the most important factor in the company's successful work, describes three popular models of involvement and their drivers. The reasons why HR specialists should work with employee involvement for the effective operation of the company as a whole are given. Examples of Russian companies that have managed to improve the level of personnel efficiency by working with engagement drivers are given. The conditions under which an organization can start developing measures to increase employee engagement are shown. Recommendations are give

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48

FESTEL, GUNTER. "SIMILARITIES OF SUCCESSFUL TECHNOLOGY TRANSFER THROUGH NEW VENTURES." International Journal of Innovation Management 19, no. 02 (2015): 1550025. http://dx.doi.org/10.1142/s1363919615500255.

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Especially established industries, like the chemical and pharmaceutical industry, rely on effective and efficient technology transfer to maintain their competitiveness. Academic spin-offs, corporate spin-outs, and internal start-ups, as different types of new ventures, can be used for technology transfer from universities and research institutions to companies as well as between or within companies. Especially internal start-ups are a new approach for company internal technology transfer from research departments to business units. Based on 12 case studies from the chemical and pharmaceutical

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49

Chaïb, R., M. Taleb, M. Benidir, and I. Verzea. "Promoting in companies a successful culture of health and safety." International Journal of Safety and Security Engineering 4, no. 1 (2014): 64–76. http://dx.doi.org/10.2495/safe-v4-n1-64-76.

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50

Vasquez, Delia. "Winners! How Today's Successful Companies Innovate by Design John Thackara." Design Journal 1, sup1 (1997): 62. http://dx.doi.org/10.2752/146069297790219396.

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