scholarly journals Coping with the African Business Environment: Enterprise Strategy in Response to Institutional Uncertainty in Tanzania

2017 ◽  
Vol 19 (1) ◽  
pp. 1-26 ◽  
Author(s):  
Michael W. Hansen ◽  
Thilde Langevang ◽  
Lettice Rutashobya ◽  
Goodluck Urassa
Keyword(s):  
Business Environment ◽  
Enterprise Strategy ◽  
Institutional Uncertainty

scholarly journals Designing and Managing ERP Systems for Virtual Enterprise Strategy

2016 ◽  
pp. 160-195
Author(s):  
Yi Wan ◽  
Ben Clegg
Keyword(s):  
Enterprise Resource Planning ◽  
Virtual Enterprise ◽  
Resource Planning ◽  
Business Environment ◽  
Enterprise Strategy ◽  
Erp Systems ◽  
Structured Interviews ◽  
Related Information ◽  
Reference Grid ◽  
The Uk

The business environment today is transforming towards a collaborative context compounded by multi-organizational cooperation and related information system infrastructures. This chapter aims to examine Enterprise Resource Planning (ERP) systems development and emerging practices in the management of multi-organizational enterprises and identify the circumstances under which the so-called ‘ERPIII' systems fit into the Virtual Enterprise paradigm; and vice versa. An empirical inductive study was conducted using case studies from successful companies in the UK and China. Data were collected through 48 semi-structured interviews and analyzed using the Grounded-Theory based Methodology (GTM) to derive a set of 29 tentative propositions which were then validated via a questionnaire survey to further propose a novel conceptual framework referred to as the ‘Dynamic Enterprise Reference Grid for ERP (DERG-ERP)'; which can be used for innovative decision-making about how ERP information systems and multi-organizational enterprises – particularly the Virtual Enterprise may be co-developed.

scholarly journals SUBSTANTIATION OF THE STRATEGY OF INCREASING THE PROFITABILITY OF THE ENTERPRISE IN THE VUCA-WORLD

2021 ◽  
Author(s):  
T.V. Hrynko ◽  
M.V. Vyshnevetska
Keyword(s):  
Business Environment ◽  
Strategy Development ◽  
Modern World ◽  
Enterprise Strategy ◽  
Strategy Formation ◽  
New Approach ◽  
Basic Model ◽  
The World ◽  
Traditional Approaches ◽  
Road Mapping

The purpose of the article is to substantiate the need to develop a new approach to the formation of enterprise strategy, which should take into account the characteristics of the modern world: variability, uncertainty, complexity and ambiguity, ie VUCA-conditions and propose the use of a new step-by-step approach. The relevance of this study is that the business environment is constantly changing and VUCA-world requires a rapid response and adaptability of the company's strategy to new conditions and global change. But most companies cannot quickly change their focus on business because they still follow traditional approaches to formulating and implementing strategy in the enterprise. The article is devoted to substantiation of the approach to formation of strategy of increase of profitability of activity of the enterprise in the conditions of VUCA-world. The article considers the phenomenon of "VUCA", highlights and describes the characteristics of the VUCA-world, which replaced the SPOD-world. This study presents and analyzes traditional approaches to strategy formation in the enterprise, reveals the shortcomings of traditional approaches to strategy formation and implementation in the world of VUCA. Particular attention is paid to justifying the need to use and develop a new approach to the formation and implementation of strategies to increase the profitability of the enterprise in the world of VUCA. The main content of the study is to propose the use of a new approach to the formation of an effective enterprise strategy in the world of VUCA. A basic model of enterprise strategy development was built. The article is devoted to the study and analysis of the main stages of strategy development and building a model of a step-by-step approach to strategy development in the world of VUCA. Attention is also paid to the proposed strategic directions and the latest tools for developing a strategy to increase the profitability of the enterprise in the world of VUCA, such as forecasting, road mapping and dynamic planning, which will help determine future event horizons and formation, competitive advantage strategy.

scholarly journals СУТНІСНИЙ ЗМІСТ КОНКУРЕНТНИХ ПЕРЕВАГ У ДОСЯГНЕННІ СТРАТЕГІЧНИХ ЦІЛЕЙ

2020 ◽  
Vol 147 (3) ◽  
pp. 116-125
Author(s):  
Наталія Анатоліївна Шмалій
Keyword(s):  
Literature Review ◽  
Competitive Advantage ◽  
Knowledge Exchange ◽  
Business Environment ◽  
Enterprise Strategy ◽  
Competitive Advantages ◽  
Strategic Goals ◽  
Favourable Environment ◽  
Effective Use ◽  
The Relationship

The article seeks to explore the contemporary issues of meaningful content of a competitive advantage in achieving strategic goals. The study offers an attempt to provide a deeper understanding of competitive advantage origin and generation and suggests two patterns:  competitive advantage as an outcome of effective resource management and the performance efficiency (activity success) as an outcome of gaining a competitive advantage. The relationship between the organizational knowledge categories and enterprise strategy is presented. It is argued that innovative knowledge shapes a favourable environment for building competitive advantages. The literature review on modern approaches to building company competitive advantages has allowed identifying three main areas: market-based approach, resource-based approach and partnership-based approach. It is suggested to differentiate each of the above approaches to generating competitive advantages from the three basic perspectives: in terms of the source of competitive advantage, barriers to imitation of competitive advantages and from the position of the company strategic goals. A retrospective analysis of the meaningful content of a competitive advantage concept contributed to providing the author’s interpretation of this category with an emphasis on the relevance of its consideration within three projections – market position, unique resources / opportunities and partnership interaction with further focus on specific drivers of competitive advantages as an impetus for partnership collaboration in the business environment. Among the factors able to boost competitive advantages the study considers the following: innovative knowledge exchange possibilities and building the capacity to create additional resources / opportunities (tangible and intangible). A competitive advantage within the scope of this study is viewed as company's ability to respond quickly to market demands through the effective use of unique resources / opportunities (own and derived from partnerships in the current business environment) in order to most effectively meet the customer needs and expectations.

scholarly journals Algorithm for developing and implementing enterprise strategy

2021 ◽  
Vol 2 (99) ◽  
pp. 302-309
Author(s):  
N. O. Blenda ◽  
◽  
I. I. Cherneha
Keyword(s):  
Development Strategy ◽  
Internal State ◽  
Continuous Process ◽  
External Environment ◽  
Business Environment ◽  
Strategy Development ◽  
Enterprise Strategy ◽  
Strategic Development ◽  
Strategic Goals ◽  
Projected Changes

The article examines the theoretical and methodological foundations and existing approaches to the process of developing an enterprise development strategy. It is established that the procedure of development and implementation of development strategy is a debatable issue among scientists, who determine different methodological approaches to the main stages of strategy development and implementation, components of this process, the relationship and interdependence between them. Based on the research, we propose to identify three stages of the strategy development process, combining 8 phases. The first stage - preparatory or analytical, includes a step-by-step comprehensive strategic analysis of the external and internal environment. The second stage defines the process of strategy development, which includes 4 phases: formulation of the mission; substantiation of strategic goals and determination of strategic gap; development of alternative strategies taking into account the limitations and possible risks, identification of promising and priority areas of development; choice of development strategy. The third stage - the realization of the strategy combines the stages of implementation of the strategy, its evaluation, and adjustment in accordance with unforeseen changes in the external environment. The defined stages of strategy development characterize the current state of the object, the forecasted goals of its development, and actions to achieve them. An important stage in developing a strategy is analytical. It determines the internal state of the system and its necessary changes, in accordance with the projected changes in the external environment, to achieve certain strategic goals. In general, the strategic development of the enterprise is a continuous process of formation and implementation of management decisions aimed at ensuring the strategic dynamism and effective operation in conditions of increased complexity and unpredictability of the business environment.

A Kind of Information System Planning Model: The Application in an Automobile Manufacturing Enterprise

2009 ◽  
Vol 626-627 ◽  
pp. 645-650
Author(s):  
Yu Chuan Song ◽  
Y.J. Wang ◽  
J.X. Yin ◽  
Fei Liu ◽  
L.H. Jiang
Keyword(s):  
Information System ◽  
Business Strategy ◽  
Business Environment ◽  
Enterprise Strategy ◽  
Planning Model ◽  
It Strategy ◽  
System Planning ◽  
Manufacturing Enterprise ◽  
Automobile Manufacturing ◽  
Whole Life Cycle

Information System Planning (ISP) plays an important role in IT strategy. ISP not only faces complicated and dynamic business environment but also lacks of integrated optimization of enterprise strategy, business strategy and IT strategy. This paper proposes an information system planning model, which considers enterprise forming strategic advantages as the core，and emphasizes that strategy layer should adapt to competitive environment dynamically in strategic whole life cycle, and emphasizes that collaborative interaction inside strategy layer should be achieved among enterprise strategy, business strategy and IT strategy. On this basis, make use of this model to plan agile information system of an automobile manufacturing enterprise and achieve important application effects

From Craft to Institution: Accounting in Italy from the Middle ages to the Early Modern Period

2012 ◽  
pp. 135-152 ◽  
Author(s):  
O. Volkova
Keyword(s):  
Early Modern ◽  
Middle Ages ◽  
Social Economic ◽  
Early Modern Period ◽  
Social Institution ◽  
Business Environment ◽  
Technical Standards ◽  
Medieval Italy ◽  
Modern Period ◽  
Professional Field

The article describes the evolution of accounting from the simple registration technique to economic and social institution in medieval Italy. We used methods of institutional analysis and historical research. It is shown that the institutionalization of accounting had been completed by the XIV century, when it became a system of codified technical standards, scholar discipline and a professional field. We examine the interrelations of this process with business environment, political, social, economic and cultural factors of Italy by the XII—XVI centuries. Stages of institutionalization are outlined.

Corruption as “one‑stop‑shop”: theory and empirical analysis

2018 ◽  
pp. 32-51
Author(s):  
R. Yu. Kochnev ◽  
L. I. Polishchuk ◽  
A. Yu. Rubin
Keyword(s):  
Comparative Analysis ◽  
Business Environment ◽  
Enterprise Performance ◽  
Double Jeopardy ◽  
One Stop ◽  
The Commons ◽  
Public Production ◽  
Performance Project ◽  
The Impact ◽  
Sector Theory

We present the comparative analysis of the impact of centralized and decentralized corruption for private sector. Theory and empirical evidence point out to a “double jeopardy” of decentralized corruption which increases the burden of corruption upon private firms and weakens the incentives of bureaucracy to provide public production inputs, such as infrastructure. These outcomes are produced by simultaneous free-riding and the tragedy of the commons effects. The empirical part of the paper utilizes data of the Business Environment and Enterprise Performance project.

Working Together

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Randi Veiteberg KVELLESTAD ◽  
Ingeborg STANA ◽  
VATN Gunhild
Keyword(s):  
Design Education ◽  
Critical Evaluation ◽  
Business Environment ◽  
Arts And Crafts ◽  
Action Research Project ◽  
Student Groups ◽  
Different Types ◽  
Working Together ◽  
Personal Qualities ◽  
Manual Skills

Teamwork involves different types of interactions—specifically cooperation andcollaboration—that are necessary in education and many other professions. The differencesbetween cooperation and collaboration underline the teacher’s role in influencing groupdynamics, which represent both a foundation for professional design education and aprequalification for students’ competences as teachers and for critical evaluation. As a testcase, we focused on the Working Together action-research project in design education forspecialised teacher training in design, arts, and crafts at the Oslo Metropolitan University,which included three student groups in the material areas of drawing, ceramics, and textiles.The project developed the participants’ patience, manual skills, creativity, and abilities,which are important personal qualities for design education and innovation and representcornerstones in almost every design literacy and business environment. The hope is thatstudents will transform these competences to teaching pupils of all ages in their futurecareers.

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