The nexus between entrepreneur skills and successful business: a decompositional analysis

2018 ◽  
Vol 34 (2) ◽  
pp. 249
Author(s):  
Léo Paul Dana ◽  
Noor Ul Hadi ◽  
Naziruddin Abdullah
Keyword(s):  
Successful Business ◽  
Decompositional Analysis

Information management methods and successful business

2020 ◽  
pp. 34-41
Author(s):  
V.A. Morozov
Keyword(s):  
Information Management ◽  
Management Information Systems ◽  
Information Management System ◽  
Information Flows ◽  
Management Information ◽  
Use Of Resources ◽  
Effective Operation ◽  
Modern Business ◽  
Successful Business ◽  
Structural Levels

The article deals with the methodological understanding of management information systems and their use for modern business. The article considers information flows moving through various structural levels of decision-making in the organization, as well as high-quality software for complex systems. We have studied the information management system (MIS), which includes the process of collecting, processing, storing, retrieving and transmitting relevant data for effective operation management. It is determined that the meaning of information management in organizations is to help solve the problems of institutional growth, development and productivity through the described methods of making better decisions related to the use of resources in a dynamic and changing environment.

scholarly journals Secondary Business Model Innovation in Emerging Economies

2021 ◽  
pp. 1-30
Author(s):  
Sonia Mehrotra ◽  
S. Ramakrishna Velamuri
Keyword(s):  
Organizational Learning ◽  
Business Model ◽  
Emerging Economies ◽  
Business Models ◽  
Business Model Innovation ◽  
Street Vendors ◽  
China And India ◽  
Successful Business ◽  
Quick Service

ABSTRACT We study two quick-service restaurant (QSR) chains based on regional ethnic foods that were launched in China and India. The products that these QSR ventures offered had hitherto been sold by fragmented street vendors who typically operated single outlets. Inspired by the successful business models of international QSR brands, these entrepreneurs developed business models to popularize their chosen regional ethnic foods in multiple new regions and grew their organizations to 1,400 and 300 outlets in China and India, respectively. We build on the recently coined concept of ‘secondary’ business model innovation (SBMI), which is based on inter-organizational learning, break down its constituents into creative and imitative, specify the mechanisms through which it is achieved, and propose that it is a specific case of the more general construct of creative imitation.

scholarly journals Context-Aware Business Process Management

2021 ◽  
Author(s):  
Jan vom Brocke ◽  
Marie-Sophie Baier ◽  
Theresa Schmiedel ◽  
Katharina Stelzl ◽  
Maximilian Röglinger ◽  
...  
Keyword(s):  
Business Process ◽  
Process Design ◽  
Context Awareness ◽  
Business Process Management ◽  
Process Management ◽  
Design Science ◽  
Status Quo ◽  
Context Aware ◽  
The Status ◽  
Successful Business

AbstractContext awareness is essential for successful business process management (BPM). So far, research has covered relevant BPM context factors and context-aware process design, but little is known about how to assess and select BPM methods in a context-aware manner. As BPM methods are involved in all stages of the BPM lifecycle, it is key to apply appropriate methods to efficiently use organizational resources. Following the design science paradigm, the study at hand addresses this gap by developing and evaluating the Context-Aware BPM Method Assessment and Selection (CAMAS) Method. This method assists method engineers in assessing in which contexts their BPM methods can be applied and method users in selecting appropriate BPM methods for given contexts. The findings of this study call for more context awareness in BPM method design and for a stronger focus on explorative BPM. They also provide insights into the status quo of existing BPM methods.

Is culture change a fad? Driving business results at Penna, ten years on

2014 ◽  
Vol 13 (3) ◽  
pp. 123-126
Author(s):  
Bev White ◽  
Gary Browning ◽  
Javier Bajer
Keyword(s):  
Culture Change ◽  
Design Methodology ◽  
Organizational Context ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Business Results ◽  
Sustainable Culture ◽  
Systemic Interventions ◽  
Successful Business

Purpose – Ten years ago Penna, the global HR services group, needed a radical business and culture re-invention if it was to survive. This article aims to tell the story behind Penna's journey and describe how a sustainable culture change intervention became the cornerstone of a successful business. Design/methodology/approach – This case study is the result of an initial ethnographical research followed by concrete and systemic interventions. Findings – The case study identifies four elements that sustained the business impact of a culture change program over a significant period of time. Originality/value – This longitudinal case study follows a culture change program in an organizational context over a period of ten years.

Bridging the divide between diaspora investment interest and action

2011 ◽  
Vol 1 (1) ◽  
pp. 1-13
Author(s):  
Liesl Riddle ◽  
Tjai M. Nielsen ◽  
George A. Hrivnak
Keyword(s):  
Emerging Markets ◽  
Social Entrepreneurship ◽  
Subject Area ◽  
New Venture ◽  
Graduate Courses ◽  
Content Type ◽  
Small Business Management ◽  
Governance Challenges ◽  
Successful Business ◽  
Human And Social Capital

Subject area Entrepreneurship, management and emerging markets. Study level/applicability Undergraduate and Graduate courses in Entrepreneurship, Managing in Developing Countries/Emerging Markets, Small Business Management, Social Entrepreneurship, International Business Case overview IntEnt is a business incubator that provides training and other support services to nascent entrepreneurs, helping turn their investment ideas into successful business ventures. But IntEnt focuses on a unique clientele: diasporas, or migrants and their descendants, who dream of establishing a new venture back in their country of origin.The incubator is well known and respected by policymakers and migrants alike. Despite these successes, Mr Molenaar has struggled to grow and diversify IntEnt's funding base. He also is under increasing pressure from the foundation's stakeholders to define and measure the foundation's performance. But Molenaar is committed to expanding IntEnt's operations and continue to bridge the divide between diaspora investment interest and action. Expected learning outcomes To understand and describe the financial-, human-, and social-capital challenges faced by transnational diaspora business ventures during the business development and launch phase.To explain how business incubators can provide solutions to the specific, unique problems that transnational diaspora entrepreneurs face, particularly in emerging markets. To discuss the governance challenges associated with operating a transnational business venture as well as those of an incubator aimed to support transnational entrepreneurship. Supplementary materials Teaching note.

Why Paul Nathan Attacked Albert Ballin: The Transatlantic Mass Migration and the Privatization of Prussia's Eastern Border Inspection, 1886–1914

2010 ◽  
Vol 43 (1) ◽  
pp. 47-83 ◽  
Author(s):  
Tobias Brinkmann
Keyword(s):  
Turn Of The Century ◽  
Business Leaders ◽  
Global Markets ◽  
Director General ◽  
Business Leader ◽  
Economic Sector ◽  
Mass Migration ◽  
Eastern Border ◽  
Successful Business ◽  
The Impact

Albert Ballin was one of Imperial Germany's most successful business leaders. He early recognized the impact and possibilities of the expansion and integration of global markets. Within little more than a decade after he had joined the management of the Hamburg-Amerikanische-Paketfahrt-Aktien-Gesellschaft (HAPAG) in 1886, he turned an already significant enterprise into the world's largest steamship line. As a leading manager and later as HAPAG director general, Ballin was a major force behind Hamburg's rise to Imperial Germany's second largest city. Due in no small part to HAPAG's spectacular growth, Hamburg emerged as a key global port for passengers and freight by the turn of the century. But Ballin was not just a gifted business leader in a highly innovative economic sector; he also had access to some of the highest figures in Berlin. Ballin repeatedly met with the Kaiser and government members, and he used his long-standing contacts in England on several diplomatic missions to ease rising tensions between the two powers, albeit without lasting success.

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