The Effect of Business Strategy and Life Cycle on Myopic R&D Investment

2014 ◽  
Vol 5 (1) ◽  
pp. 107-131 ◽  
Author(s):  
Chih-Hsien Liao ◽  
Jenten Liu ◽  
Yi-Pong Chia
Keyword(s):  
Life Cycle ◽  
Business Strategy ◽  
D Investment

The Rise of “Environmental Sustainability Knowledge” in Business Strategy and Entrepreneurship

2014 ◽  
pp. 221-238
Author(s):  
Jean Marie Ip-Soo-Ching ◽  
Suzanne Zyngier
Keyword(s):  
Information Technology ◽  
Life Cycle ◽  
Conceptual Framework ◽  
Natural Environment ◽  
Environmental Sustainability ◽  
Business Strategy ◽  
Local Community ◽  
Community Education ◽  
Business Sustainability ◽  
Knowledge Based

This chapter articulates a conceptual framework to analyse the management of environmental sustainability knowledge in tourism that is underpinned by both the knowledge-based view of the firm (Grant, 1996; Spender, 1996) and the KM Life Cycle (Liebowitz & Beckman, 1998; Salisbury, 2012). This deliberate management of knowledge enables NTOs to build a knowledge-base about the natural environment and to use that knowledge for environmental sustainability, business sustainability, and local community education. Ten NTOs in Australia, Malaysia, Thailand, and Vietnam were investigated to analyse their KM of environmental sustainability. In supporting the knowledge-based view and KM of environmental sustainability knowledge, a further conceptual framework is also advanced for the analysis of how Information Technology enables environmental sustainability knowledge to be created, captured, shared, and applied at NTOs among their staff, customers, and communities.

Customer Relationship Management as a Customer-Centric Business Strategy

2015 ◽  
pp. 182-218
Keyword(s):  
Life Cycle ◽  
Customer Service ◽  
Business Strategy ◽  
Customer Value ◽  
Life Cycle Management ◽  
Customer Relationship ◽  
Strategic Integration ◽  
Customer Life Cycle ◽  
Strategic Objective ◽  
Company Culture

CRM is fundamentally essential for the future of the company. CRM technologies enable the company to understand customer behavior better, predict their future behavior, deliver customized customer experience, and establish long-term customer relationships. However, considering that CRM is only limited with technology would be a big mistake for the company. Companies cannot deliver outstanding customer value, service, and experiences only through investing in CRM technologies. Strategic integration of CRM philosophy into company culture and operating processes are required to deliver superior customer service and experience. In the absence of CRM strategy, companies fail to harvest the benefits of CRM. The main purpose of this chapter is to discuss the characteristics as well as the strategic objective of CRM strategy. This chapter explains the customer life cycle management and proposes a holistic framework for customer life cycle management. This chapter ends with discussing the strategies to turn customers into assets and create devoted customers.

scholarly journals Diagnosis of business health

2012 ◽  
Vol 50 (No. 12) ◽  
pp. 535-542
Author(s):  
J. Hron
Keyword(s):  
Life Cycle ◽  
Business Strategy ◽  
External Environment ◽  
Internal Environment ◽  
Cycle Dependent ◽  
Further Development

Every business grows, develops and dies within its life-cycle, dependent on its relations with the external and internal environment. Its “flexibility” and ability to “influence” both the internal and external environment are indications of its “health”. A healthy business is characterized by those parameters of its structure and behaviour that encourage its further development in any given environment. The “health” of the business is determined by the level of its homeostasis with the internal and external environment. This kind of health may reach various levels. It is therefore necessary to diagnose it, and to suggest changes in its business strategy and individual parameters. The health of a business should therefore represent a prerequisite of effective behaviour.

Sustainability, eco-efficiency, life-cycle management, and business strategy

1999 ◽  
Vol 8 (3) ◽  
pp. 33-41 ◽  
Author(s):  
Kevin Brady ◽  
Patrice Henson ◽  
James A. Fava
Keyword(s):  
Life Cycle ◽  
Business Strategy ◽  
Life Cycle Management

Business strategy for sustainable development: Impact of life cycle inventory and life cycle impact assessment steps in supply chain design and planning

2019 ◽  
Vol 29 (1) ◽  
pp. 87-117 ◽  
Author(s):  
Bruna Alexandra Elias Mota ◽  
Ana Isabel Cerqueira de Sousa Gouveia Carvalho ◽  
Maria Isabel Azevedo Rodrigues Gomes ◽  
Ana Paula Ferreira Dias Barbosa‐Povoa
Keyword(s):  
Sustainable Development ◽  
Supply Chain ◽  
Life Cycle ◽  
Impact Assessment ◽  
Life Cycle Impact Assessment ◽  
Business Strategy ◽  
Life Cycle Inventory ◽  
Supply Chain Design ◽  
Life Cycle Impact

Corporate life cycle, CSR, and dividend policy: empirical evidence of Indonesian listed firms

2018 ◽  
Vol 16 (2) ◽  
pp. 159-178 ◽  
Author(s):  
Febi Trihermanto ◽  
Yunieta Anny Nainggolan
Keyword(s):  
Life Cycle ◽  
Business Strategy ◽  
Charitable Giving ◽  
Dividend Policy ◽  
Maturity Stage ◽  
Socially Responsible ◽  
Bottom Line ◽  
Content Type ◽  
Listed Firms ◽  
Corporate Life Cycle

Purpose This paper aims to examine the association between corporate social responsibility (CSR) and corporate life cycle as well as dividend policy in Indonesia. Design/methodology/approach The paper develops two hypotheses that are tested empirically through multivariate settings. The tests are conducted using a sample of 527 Indonesian listed firms and 923 Indonesian firm-year observations between 2008 and 2015. Findings The findings support the hypothesis that CSR expenses increase when firms enter the maturity stage of their life cycle. On the triple bottom line components of CSR, firms which invest on CSR economic are in their maturity stage of their life cycle. The evidence also suggests that firms’ social donation and charitable giving increase as firms become mature. Furthermore, the strong evidence supports the hypothesis that firms’ CSR expenses positively affect dividend policy. This finding is robust to the alternative measurement of dividend payout, additional firms’ characteristics and instrumental variable to address endogeneity. Practical implications For investors in Indonesian listed firms, it is more profitable to invest in socially responsible firms than socially irresponsible firms. For firms, the results imply that spending in CSR does not reduce performance, thus becoming attractive for investors. Originality/value To the best of the authors’ knowledge, there is thin literature investigating the relation between corporate life cycle, CSR, and dividend policy in emerging markets while it is important as it could encourage companies to integrate CSR into their business strategy and transparently disclose their CSR activities. Further, as previous research on these topics mainly conducted using the US data (Rakotomavo, 2012; Benlemlih, 2014; Hasan and Habib, 2017), which most of CSR disclosures are voluntary, this paper contributes to the existing literature by examining these topics in a country where CSR is mandatory by the law.

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