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Business Cooperations Along the Supply Chain

Abstract

Cooperation between and within the companies can be an important success factor. Based on trust, companies at present have created formal and informal network structures in which cooperation between them plays a special role. In the present times, the economic importance of supply chains can be observed in almost every industry regardless size: multinational companies and even small and medium-sized enterprises are actively involved in global value-creating chains. More and more business leaders recognize that when consumers are about to decide on their purchases, not just performance of a company is evaluated but that of the entire supply chain and supply network. Forms of cooperation in the supply chain affect the companies in several ways: we can investigate its impact on growth, operation and thus, on the effectiveness of the supply chain and competitiveness. Both cooperation between and within companies are important in creating the ultimate value added. This paper aims to explore the functional fields in which companies cooperate with each other, i.e. how and in what manner they are connected to each other. Results and conclusions are based on in-depth interviews and a questionnaire filled in by companies in Hungary.

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Economic and Legal Features of Digital Markets

). Google & Facebook vs. Art. 102 TFEU. In: “Days of EU Law” Effects of EU law on national legislation. Funta, R., Nebeský, Š., Juriš, F. (2014a). Právo európskej únie , Brno: Tribun EU. Funta, R. (2014b). Some remarks on the Google ECJ ruling (C-131/12), In: Krytyka Prawa-Akademia Leona Kožmiňskiego , Tom. 6. Funta, R. (2014c). Theory and practice of competition economics market definition, In: Acta Oeconomica Universitatis Selye , No. 1. Funta, R. (2014d). Business strategy and competitive advantage , In: International Research Conference

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A review of earnings management in private firms in response to tax rate changes

small business lending” Journal of Financial Intermediation 23 177 213 Schipper K., 1989. “Commentary on Earnings Management” Accounting Horizons 3: 91–102. Schipper K. 1989 “Commentary on Earnings Management” Accounting Horizons 3 91 102 Scholes, M., Wolfson, M., 1992. “Taxes and business strategy: A planning approach” Prentice-Hall, Inc., Engelwood Cliffs, NJ. Scholes M. Wolfson M. 1992 “Taxes and business strategy: A planning approach” Prentice-Hall, Inc. Engelwood Cliffs, NJ Scholes, M.S., Wilson, G.P., Wolfson M.A., 1992. “Firm’s responses to anticipated

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Good Tax Governance: A Matter of Moral Responsibility and Transparency

loss of public trust in companies. As argued above (§2 and §5), there is more to taxation than the financial aspect, for taxes are a contribution to the society, which in turn involves morality, and thus paying taxes entails a moral choice. This raises the question concerning how can companies take into account both the aspects of taxes. Companies that acknowledge (moral) obligations towards society can opt to implement social responsibility policies (we further call them CSR companies). CSR in relation to law is a business strategy that reflects the areas in which

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Responsible Investment: Taxes and Paradoxes

socially responsible by: following the law; integrating social, environmental, ethical, consumer, and human rights concerns into their business strategy and operations.” One of the aims of this study is to gather information on whether taxes are a similar (or an even more) ambiguous issue within SRI. How do investors committed to SRI view tax issues on their ESG agenda? In their ESG analyses, investors use public information about environmental, social and governance issues. First, tax matters are clearly involved in any governance agenda. Second, taxation has an

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Entrepreneurial Ecosystem: An Exploration of the Entrepreneurship Model for SMEs in Sultanate of Oman

Abstract

SME has a significant impact on the growth and development of any nation economy. The entrepreneurship in Oman expected to be a leading factor in the economic due to the opportunities afforded by increasing economic diversification and corresponding rise in job opportunities and other benefits. However, entrepreneurship has faced many challenges and obstacles to its progress and growth in Oman, despite the fact that the government has supported this sector to stimulate the market. However, studies show that many challenges are still plague both startups and governments. This study therefore aims to develop an ecosystem for entrepreneurship in the Omani context as a new solution to overcome such challenges. Entrepreneurship ecosystem has a positive influence on business growth and on the creation of new businesses, with the result that this concept has received attention from both academics and policy makers. By using a qualitative research method, a total of 10 interviewees were selected to answer the major research questions and thus provide more explanation about the issues that SME faces and find the exact factors that can influence these types of enterprises. Based on the findings from qualitative research through discussions with entrepreneurs, we can conclude that there are five factors: human capital; government; support; finance and technology, all of which have a significant impact on Omani entrepreneurship success and start-ups. These results contribute to the current literature regarding entrepreneurship ecosystems. They also give greater attention to the policy makers in Oman who facilitate the implementation of this framework as well as motivating the different business owners or start-ups to develop their business strategies based on the requirements shown in the framework. In addition, a number of suggestions have been presented as focus points when developing a strategic plan to support the entrepreneurship sector.

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From Sustainable to Transient Competitive Advantage

Do Reputations Affect Corporate Performance? Sustainable Competitive Advantage and Firm Performance: The Role of Intangible Resources, Corporate Reputation Rev (1997), V.1, Issue 1, p. 81-85. [5] Munilla, L. S. and M. P. Miles. The Corporate Social Responsibility Continuum as a Component of Stakeholder Theory. Business and Society Review. p. 371-387. 2005. [6] Švárová, M., Vrchota, J., Influence of competitive advantage on formulation business strategy, Enterprise and the Competitive Environment 2014 conference, ECE 2014, 6-7 March

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Relation Between Change Management and Crisis Management: Survey Evidence

, Strategien, Instrumente, (S. 3–18). Wiesbaden: Verlag Dr. Th. Gabler, 2006. [8] Jarrett, M., The seven myths of change management , Business Strategy Review, 14 (4), 2003, pp. 22–29 [9] Mitroff, I., Anagnos, G., Managing Crises Before They Happen: What Every Execute and Manager Needs to Know about Crisis Management , N.Y.: AMACOM, American Management Association, 2001, p. 5 [10] Pearson, C., & J. Clair, Reframing crisis management , Academy of Management Review, (23)1, pp. 59–76, 1998. [11] Sarkar, S., O. Osiyevskyy, Organizational change and

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Personal Online Identity-Branding or Impression Management

order. New York, USA: Charles Scribner’s sons. Dalla-Camina, M. (2016). What do you want to be known for?, available at: www.huffingtonpost.com . Geidner, N. W., Flook, C. A., & Bell, M. W. (2007). Masculinity and online social networks. Male self-identity on Facebook.com. Easter Communication Association 98th Annual Meeting , Providence, RI. Harris, L., & Rae, A. (2011). Building a social brand through social networking. Journal of Business Strategy, Vol. 32, Issue 5, 14-21. Kaplan, A. M., & Haenlein, M. (2010). Users of the world unite

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Organisational Pathologies Under Conditions of Economic Downswing

Intervention: Reducing Burnout in the Federal Service. Journal of Applied Behavioral Science, Vol. 42, No. 2, pp. 244-266. Heller V.L, Darling J.R (2011) Toyota in crisis: denial and mismanagement. Journal of Business Strategy, Vol. 32 Issue: 5, pp.4-13. Kets de Vries M. F. and Miller D. (1984). Neurotic Style and Organizational Pathology, Strategic Management, Vol. 5, Issue 1, pp. 35-55. Kieżun W. (1971). Autonomizacja jednostek organizacyjnych. Z patologii organizacji [The autonomization of organizational units

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