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Journal articles on the topic 'The Business'

Author: Grafiati

Published: 4 June 2021

Last updated: 18 February 2022

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1

Li Qi, Ratih Hurriyati, H Disman, and Mohammad Ali. "Research on the Influencing Factors of Chinese Family Business's Succession from the Perspective of Re-Creation." International Journal of Business and Society 22, no. 1 (2021): 146–60. http://dx.doi.org/10.33736/ijbs.3167.2021.

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Under the background of great changes in China's economic environment, a large number of small and medium-sized family businesses are in urgent need of transformation and upgrading that entering the channel of re-creation. For the family business, the successor signifies the future development direction and growth trend of the business. The inter-generational succession of the family business is a multistage evolution process influenced by many factors. In the specific succession practice of family businesses, the influence of the succession of family businesses is analyzed from the perspective of re-creation in combination with the actual situation. Based on the theory analysis on influencing factors of family business’s succession and the way of the questionnaire and factor analysis measure, the research had found and explained the major influencing factors of Chinese family business's succession, namely, relationship, successor, creator, re-creation, organization, environment. It provided a reference on the inter-generational succession of Chinese family businesses from the perspective of re-creation.

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

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

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3

Maharani, Anita, Laurencia Bernadette Yokung, Ervan Ignasius, and Nixon Suwargo. "INTERRELATIONSHIPS BETWEEN NON-FAMILY BUSINESS MEMBERS, NEPOTISM AND PRIDE IN FAMILY BUSINESS SUCCESSION." Emerging Markets : Business and Management Studies Journal 8, no. 1 (2021): 41–55. http://dx.doi.org/10.33555/embm.v8i1.168.

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The purpose of this study is to raise issues related to the succession of family-owned businesses, influenced by the involvement of members outside the family business and have something to do with nepotism and self-esteem. Conceptually, there is a relationship between members outside the family business, nepotism, and self-esteem in the family business. When there is professional involvement, the effect is positive on the family business's succession. When there is a practice of nepotism, this will harm the family business. And finally, regarding self-esteem, which will have a positive influence on the family business. This research's approach is quantitative, by looking at how much impact the independent variable has on the dependent where the sample of this study is 128 respondents. The results of this study indicate that professional existence does not affect the success of the family business. Simultaneously, nepotism will harm the family business, and then self-esteem will affect the family business's succession.

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4

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

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5

Hoopes, James. "The Business Family as the Business Model of Our Time." International Journal of Family Business Practices 1, no. 1 (2018): 60. http://dx.doi.org/10.33021/ijfbp.v1i1.646.

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<p>The information technology has reduced the cost of business transactions large managerial corporations are giving way to small family business firms. It is good change because family businesses could not only aim to sustain the family economically but also could aim nurturing children. The role of ethics in family business is has not been studied systematically. This paper has argued that family firms are more socially responsible that non-family firms because family firms are breeding ground for core family values. This paper also argues that business literature should lay emphasis on virtues and character based business in place of value and culture based business. To manage for organizational virtue and character is to treat ethics as an end in itself. To manage by values and characters is to treat ethics as means for some ulterior motive. If employees are told that they should be honest because it pays then profit may trump in case of a conflict. The combination of family virtues and business can make the family busines as moral model or moral leadership for all types of business in this era of high demands for accountability.</p>

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Hoopes, James. "The Business Family as the Business Model of Our Time." International Journal of Family Business Practices 1, no. 1 (2018): 60. http://dx.doi.org/10.33021/ijfbp.v1i1.667.

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<p>The information technology has reduced the cost of business transactions large managerial corporations are giving way to small family business firms. It is good change because family businesses could not only aim to sustain the family economically but also could aim nurturing children. The role of ethics in family business is has not been studied systematically. This paper has argued that family firms are more socially responsible that non-family firms because family firms are breeding ground for core family values. This paper also argues that business literature should lay emphasis on virtues and character based business in place of value and culture based business. To manage for organizational virtue and character is to treat ethics as an end in itself. To manage by values and characters is to treat ethics as means for some ulterior motive. If employees are told that they should be honest because it pays then profit may trump in case of a conflict. The combination of family virtues and business can make the family busines as moral model or moral leadership for all types of business in this era of high demands for accountability.</p>

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7

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

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8

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

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

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9

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

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10

Perry, John T., J. Kirk Ring, and J. Christian Broberg. "Which Type of Advisors Do Family Businesses Trust Most? An Exploratory Application of Socioemotional Selectivity Theory." Family Business Review 28, no. 3 (2014): 211–26. http://dx.doi.org/10.1177/0894486514538652.

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In this article, we introduce socioemotional selectivity theory (SEST) from psychology to the family business literature. Applying the theory to family businesses, we argue that a family business’s age influences whether it trusts family or professional business advisors most. Consistent with SEST, we find that business age relates to whether the family business emphasizes financial or socioemotional wealth more and that this wealth emphasis relates to whether family members or professional business advisors are trusted most. Based on these findings, we believe that SEST has much to offer to the study of family and nonfamily businesses.

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

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

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

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

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13

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

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14

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

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15

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

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

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16

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

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

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17

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

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18

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

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19

De Klerk, S., and J. Kroon. "Business networking relationships for business success." South African Journal of Business Management 39, no. 2 (2008): 25–35. http://dx.doi.org/10.4102/sajbm.v39i2.558.

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This study explored the context of business relationships in the networking practices of South African businesses. The objective of this study was to investigate the networking practices of Gauteng businesses and specific perceptions and experiences of business owners and managers on their business networking objectives. A multi-method design was used, which included qualitative research (focus groups) and quantitative research (structured questionnaire). Perceptions recorded amongst the participants indicated that business relationships are built for referrals and strategic networking connections. Different forms of business networking and different motivations behind the building of business networks were identified, such as profit, access to resources and improved efficiency. Different characteristics in terms of business relationships were identified and different age groups, group 1 (44 years and younger) and group 2 (older than 45 years of age) indicated that they felt differently about the number of connections in a network. This article can contribute to the business practice of networking and the awareness of business owners and managers in terms of the importance and influence of networking in their specific business.

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20

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

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

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

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23

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

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24

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

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25

Johnson Jorgensen, Jennifer, Diane Masuo, Linda Manikowske, and Yoon Lee. "The Reciprocal Involvement of Family Business Owners and Communities in Business Success." Sustainability 12, no. 10 (2020): 4048. http://dx.doi.org/10.3390/su12104048.

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It is believed that highly involved business owners and community members will yield benefits to ensure business and community sustainability over time. However, little research has delved into understanding the role of business owners’ involvement and the community’s involvement in business outcomes. Thus, the purpose of this study was to investigate the reciprocal involvement of family business owners and the community. To investigate this phenomenon, this study utilized survey data from a rare group of business owners who currently operate long-standing businesses. Results indicate that more involved business owners perceived higher levels of business success. When seeking a profit, business owners also tended to be more involved in the community than owners not seeking a profit. However, family-owned businesses felt that the community did not contribute to their businesses and did not stay involved over time. Overall, business owners felt that they contributed more than the community provided in return. Recommendation is made to stress in entrepreneurship curricula the importance of reciprocal involvement between businesses and their communities and vice versa to promote business and community sustainability over time.

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Zhu, Ying, Valerie Lynette Wang, Yong Jian Wang, and Jim Nastos. "Business-to-business referral as digital coopetition strategy." European Journal of Marketing 54, no. 6 (2020): 1181–203. http://dx.doi.org/10.1108/ejm-01-2019-0011.

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Purpose Based on theories related to coopetition, the purpose of this paper is to examine the patterns of business-to-business digital referrals inscribed in businesses’ digital content. Design/methodology/approach A complete industry-wise digital data set is formed by extracting digital referrals in all the content pages. The authors outline how digital referrals are strategically used among peer businesses in the peer-to-peer digital network and in the augmented digital network, taking into consideration geographical framing and physical distance. Findings The authors reveal how geographical framing and physical distance influence peer-to-peer referral patterns in the digital space. Quite counter-intuitively, businesses are more likely to give digital referrals for peers residing in the same region, as well as for peers located in closer proximity. Further, results from the augmented digital network show that peer businesses in closer proximity exhibit greater strategic similarity in their digital referring strategy. Research limitations/implications The findings extend the understanding of business-to-business coopetition to the digital space and suggest that geographical framing and physical distance can induce reciprocated relationships between peers by offering each other digital referrals. Practical implications The findings shed light on the formation of a business-to-business digital coopetition strategy using digital referral marketing. Originality/value This study highlights the impact of digital referrals in business-to-business relationship management, especially in the digital coopetition context.

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

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28

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

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

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Sinnett, A., C. K. M. Ho, and B. Malcolm. "Expanding a dairy business affects business and financial risk." Animal Production Science 57, no. 10 (2017): 2167. http://dx.doi.org/10.1071/an15041.

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Australia’s dairy farmers have expanded the size of their businesses in response to rising costs and falling prices. Dairy farmers pursuing increases in wealth encounter a greater risk associated with increased size, complexity and output. It is the consequences of risk that matter. Risk in a farm business can be partitioned into either business risk or financial risk. Previous research on changes to farm systems has primarily focussed on the impact of business risk, with less regard for financial risk. Our analysis has shown that expanding a farm business is likely to increase financial risk more than business risk. Before committing to the decision to expand their businesses, dairy farmers have control over the amount they borrow and, thus, some control over the exposure of their businesses to additional financial risk. Knowing the extra risk associated with extra debt is additional information that contributes to more informed decisions. In this research, an approach to assessing the change in business and financial risk associated with different expansion options is demonstrated.

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30

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

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31

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

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

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

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

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

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

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

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

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NIEHM, LINDA S., NANCY J. MILLER, MACK C. SHELLEY, and MARGARET A. FITZGERALD. "SMALL FAMILY BUSINESS SURVIVAL: STRATEGIES FOR COPING WITH OVERLAPPING FAMILY AND BUSINESS DEMANDS." Journal of Developmental Entrepreneurship 14, no. 03 (2009): 209–32. http://dx.doi.org/10.1142/s1084946709001314.

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This study identified 14 adjustment strategies employed by household and business managers to cope with overlapping work and family demands using data from 1997 and 2000 versions of the National Family Business Survey (NFBS). Significant differences were found between surviving small family firms by managerial role (single or dual) regarding gross income, gender, number of children under age 18, community size and trade sector. Both surviving and non-surviving enterprises tended to bring household work to the business field when times were hectic and demanding, and took care of family responsibilities while at the business. However, in non-surviving businesses, business managers reported a greater tendency to bring work home, demonstrating that work entered the family field more frequently than in surviving businesses. Managers of surviving businesses were more likely to make financial adjustments by hiring temporary help for the business or home, and less likely to ask others to help in the business without pay. Significant differences were also noted regarding the use of non-financial adjustments; managers of surviving family businesses were able to shift away from business work to spend time on family aspects, and to spend less time sleeping to help the business.

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

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

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Ahmed, Mohammed R. "Simplified Business Model." International Journal of Business Administration 12, no. 3 (2021): 36. http://dx.doi.org/10.5430/ijba.v12n3p36.

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The purpose of this paper is to introduce the concept of business model to small, medium, and as well to large businesses in a simple framework. The paper presents the conceptual framework for the business model grounded with the quantitative business model that emphasizes profit motives. The quantitative business model, which has been in existence from the inception of business and commerce, refers to revenues minus costs and expenses equal to profits. The business model is created with the understanding of the quantitative model that is, and it shows how revenues are generated, profits are made, and costs are managed. The paper presents a simplified framework for developing a business model in a three-step process. In the three-step process for creating a business model, all participants' profit motives are considered critical for the success of the business process. The simple procedure for creating a business model presented in the paper would help both small and large businesses improve the business model creation processes to generate more value for both the customers and the companies.

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Walker, Beth, and Janice Redmond. "Changing the Environmental Behaviour of Small Business Owners: The Business Case." Australian Journal of Environmental Education 30, no. 2 (2014): 254–68. http://dx.doi.org/10.1017/aee.2015.6.

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AbstractThe importance of the environment is something of a cracked record to many small business owners, as historically any calls to business to change or improve their practices or behaviours were from the ‘environmental’ or ‘green’ perspective, rather than from a business perspective. As a consequence, many small businesses have simply tuned out. This research sought to identify the impact of an education intervention program that encouraged better environmental management practices and provided practical assistance to the businesses. The research was designed to test the effectiveness of the program and record any changes that occurred in the businesses over the duration of the project. To measure changes, it included a pre- and post-intervention survey. Overall, there was an increased awareness in most of the businesses in regard to environmental issues. Participants from many of the businesses also expressed positive changes to both behaviours and attitudes to environmental issues. This demonstrated the value of the program, and also highlighted the challenge to engage small business, even when a business case is apparent, given the cost of implementing this type of intensive and personalised assistance.

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Morozko, N. I. "Small Business Promotion Factors." Economics, taxes & law 11, no. 3 (2018): 64–70. http://dx.doi.org/10.26794/1999-849x-2018-11-3-64-70.

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The paper examines approaches to boosting small businesses by solving financial and economic problems of business functioning. The subject of the research is the factors that stimulate business development in tough economic circumstances. The purpose of the research was to identify the factors affecting the development of small businesses and ways of boosting their activities. To this end, a SWOT-analysis matrix for a small organization has been developed. The factors hampering the development of small businesses are revealed including reduced investment, lack of cooperation between large and small companies, significant tax burden on small companies, difficulties in obtaining loans and other sources of financing, insufficient financial support from the state, inefficient microfinance system, scarce introduction of standard leasing schemes into small businesses. As a result of the research, small business promotion policies have been suggested to spur the activities of small business entities. It is concluded that at present the tools available for boosing the small business activities are not used in the full range.

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

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

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Dan, A., D. M. Dias, R. Kearney, et al. "Business-to-business integration with tpaML and a business-to-business protocol framework." IBM Systems Journal 40, no. 1 (2001): 68–90. http://dx.doi.org/10.1147/sj.401.0068.

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Aronoff, Craig E. "Megatrends in Family Business." Family Business Review 11, no. 3 (1998): 181–85. http://dx.doi.org/10.1111/j.1741-6248.1998.00181.x.

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The past decade has brought changes in our understanding of family businesses. This article identifies 10 “megatrends,” which are evolving changes fundamental to understanding and working with family businesses. Identified trends include focusing on generational transitions rather than business succession; team management and ownership as a developing norm; the increasing importance of strategic planning in family business; increasing financial sophistication; increasing managerial professionalism; refining retirement; expanding roles for women; increasing sensitivity of professional service providers to family business; and increasing availability and quality of family business education and consulting.

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Eschker, Erick, Gregg Gold, and Michelle D. Lane. "Rural entrepreneurs: what are the best indicators of their success?" Journal of Small Business and Enterprise Development 24, no. 2 (2017): 278–96. http://dx.doi.org/10.1108/jsbed-07-2016-0112.

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Purpose New small businesses are the cornerstone of many small rural communities. They provide needed products and services, new opportunities for employment, and general vitality. The economic impact these businesses have on their town and county are important indicators of an area’s success. The purpose of this paper is to examine newly started small businesses that are within three or four years of age or less, and examine factors that may have led to their success or failure. Here, sources of advice, means of financial support, and background experience of the firm’s founder have been found to be correlated with the business success. Design/methodology/approach The analysis using Probit regression yielded four models wherein female owners, family help with a business and Hispanic ownership had significant models predicting performance all of these were negative relationships. The factors correlated with business success as proposed are presented. Of course correlation does not imply causation, which means that the authors cannot be sure that a factor that is associated with business success will lead to business success. But, this is an important first step in determining whether there are significant differences between successful and unsuccessful businesses. Findings The findings showed that experience with previous business ownership had a distinct impact and the marketing efforts were also important for profitability. The other factors were not significant. A second phase to the analysis using Probit regression yielded four models wherein female owners, family help with a business and Hispanic ownership had significant models predicting performance all of these were negative relationships. This represents the difficulties that are encountered with these groups in garnering the support and financial means they need to succeed. It was also interesting that the use of a business plan did not help the businesses succeed. Research limitations/implications Using a Probit Regression and χ2 analysis of the data is the most appropriate and accurate analysis for a date set of this type. There is much more to be accomplished with rural entrepreneurship and the use of these techniques would be appropriate for this type of data. Practical implications Business plans are important for the business founder to predict potential costs and profits. In this study however, the authors did not find that having a business plan differentiated business’s performance. If it can be replicated, it will be important to find out what is unique about rural areas that lead to this finding. If business plans do not help, then what type of preplanning will help? If this finding is correct, business development agencies may wish to cut back resources devoted to writing a business plan, and devote them to other areas. Being a member of business network group also is not associated with business success. Social implications The growth of rural entrepreneurial businesses is well documented. These businesses provide many social impacts to the local community not only by providing products or services need but also by providing employment. This research is imperative to providing the best success plan for these businesses as the proliferate. Originality/value There has been very little research on rural entrepreneurship. This study takes a unique look at a rural community and the success or failure of their businesses over a one-year period when most small businesses succeed or fail. There is much more to be done on examining the tools they need to be successful.

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

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

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Algarni, Fahad, Yen Cheung, Vincent Lee, and Azmat Ullah. "Customer Satisfaction: Moderator of e-Business Performance and e-Business Liveability." Journal of Software 10, no. 5 (2015): 524–37. http://dx.doi.org/10.17706/jsw.10.5.524-537.

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Zakharkin, О., L. Zakharkina, Yu Bilous, and V. Holovata. "ANALYSIS OF THE IMPACT OF THE COVID-19 PANDEMIC CRISIS ON THE FINANCIAL SECURITY OF BUSINESS IN UKRAINE." Vìsnik Sumsʹkogo deržavnogo unìversitetu, no. 4 (2020): 21–28. http://dx.doi.org/10.21272/1817-9215.2020.4-03.

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The article analyzes the impact of the COVID-19 pandemic on business activities in Ukraine and the world and its financial security. The analysis showed that the economy of Ukraine, like most countries in the world, has suffered significant losses from the introduction of anti-epidemic restrictions on business activities, which manifested itself in falling GDP, industrial production index, investment activity. Due to the temporary or complete cessation of business, the unemployment rate has increased significantly. The pandemic crisis also harmed enterprises' financial results, which declined significantly in all economic activities, especially in industry, transport, temporary accommodation, and catering, where the share of unprofitable enterprises reaches 73%. Thus, the problem of ensuring the financial security of business becomes relevant. The work aims to develop methodological approaches to assessing the impact of the pandemic crisis on businesses' financial security and to identify effective ways to ensure such security. The research used scientific abstraction, comparative and systematic analysis and synthesis, systematization, and logical generalization. It was determined that small and medium-sized businesses were most affected by the pandemic, where more than 60% of entrepreneurs had a strong negative impact. Large businesses suffered less, but they also suffered significant losses due to declining business activity and demand in domestic and foreign markets. The pandemic had the least impact on agriculture, which suffered the least losses, primarily due to the slight impact of restrictions on this business's activities. The paper systematized the risks arising from the pandemic crisis factors and identified their manifestations and financial consequences for the business. Studies have shown that such effects manifest themselves in the form of total or partial loss of profits, problems with debt repayment, reduced financial stability, liquidity, increased receivables, increased costs of anti-epidemic measures, and so on. Thus, the procedure for assessing the business's financial security is to take into account all the factors that shape the financial position of businesses during a pandemic crisis.

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