scholarly journals Organizational Business Interest as Organizational Request

2012 ◽  
Vol 1 (3) ◽  
pp. 509
Author(s):  
Nasser Fegh-hi Farahmand
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Organizational Practices ◽  
Basic Ingredient ◽  
Start Up ◽  
Making A Difference ◽  
Business Interest ◽  
Or Organization

Making a difference in organization or creating the very best product or service on themarket or simply doing something loves to do. Furthermore, it seems that the emphasis onorganizational empowerment as structure, and systems has not yielded the desired results assome of the companies where these variables have been changed, after sometime, wentback to experiencing declining performance. It is therefore obvious that more researchneeds to be done to identify characteristics that enhance organizational performance.Implementing good environmental and organizational practices is good organizationalbusiness it can give a competitive advantage. This article attempts to explain theorganizational business interest by patterns of thinking. Organizations use organizationalresources as the basic ingredient for all that is required for their operations. They aretherefore eager to maintain and improve the quantity of expendable organizationalresources by not only resources utilization, but by also identifying, nurturing andmaintaining characteristics that promote organizational performance. The key toorganization success is having a organizational business interest in place. Whetherorganization is about to launch a start-up or organization have been in organizationalbusiness for years, organizational business' direction is guided by your organizationalbusiness interest. In spite of this general awareness, such long-term organizational business,strategic-level interest of organizational business has been lacking in most organizations.

scholarly journals Pengaruh Knowledge Management terhadap Performa Kinerja Organisasi: Studi Kasus pada PT Ericsson Indonesia

2012 ◽  
Vol 3 (1) ◽  
pp. 444
Author(s):  
Stephanus Stephanus
Keyword(s):  
Knowledge Management ◽  
Learning Environment ◽  
Human Resources ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Primary Determinant ◽  
And Performance ◽  
Or Organization ◽  
A Company

Human resources are the most important asset as the primary determinant of long-term corporate success. Therefore, any efforts to improve the effectiveness and performance of employees in a company or organization are also important factors in improving the the company's capacity of available Intellectual Capital. In addition, learning environment holds important implications for improving organizational performance in a company, especially when associated with knowledge Management that can be used as a learning enabler undertaken by their employees. This paper discusses the relationships between the learning environment and the increase of organizational performance associated with the company’s knowledge management.

scholarly journals Human Capital Situation in Indian Pharmaceutical Sector

2019 ◽  
Vol 8 (3) ◽  
pp. 2980-2983
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Capital Investment ◽  
Workforce Planning ◽  
Human Capital Investment ◽  
Development Program ◽  
Training And Development ◽  
A Company

In the global scenario, the companies are controlled by challenger, despite of industry. The highly aggressive market has made impression on the companies to have competitive advantage. The unique challenging edge is company’s human capital. The human capital play significant role in increasing organizational performance. Now organizations have to take moment to enhance their workforce by imparting training and development program to upgrade skills, talents and knowledge to make their human capital effective. It also examines on the mindset of the employees and gives high attainment in their workforce planning. An employee is most valued resource to a company and provides tangible base needed to build long-term profitability and continuous success. Hence the study determines the significance importance of human capital investment in Indian pharmaceutical sectors. The situation of current human capital investment are explore and conclusion drawn from the study

scholarly journals The Impact of Intellectual Capital on the SMEs Performance: A Study of the Romanian Central Region SMEs

2021 ◽  
Vol 16 (1) ◽  
pp. 198-209
Author(s):  
Ramona Todericiu
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Business Performance ◽  
Intangible Assets ◽  
Sustainable Competitive Advantage ◽  
Economic Competition ◽  
Start Up ◽  
Tangible Assets ◽  
The Impact

Abstract The 21st century is the century of change and maybe one of the most important changes in the organizations’ life is the transition from focusing on the development of the tangible assets to the development of the intangible assets and the interest for attracting human resources capable to generate performance. The survival of many companies depends on their willingness and capacity to adapt to such changes. (Abdulaali, 2018) In this dynamic and complex economic system, the intangible assets of organizations become primary, being decisive for the organizations’ performance. In the new economic competition, intangible assets provide a sustainable competitive advantage, intellectual capital and intangible assets representing the key factor in company profitability and success. In the knowledge based society, intellectual capital has more value for organizations than tangible assets and knowledge becomes a permanent source of competitiveness (Bhatti, Zaheer, 2014). It is considered by specialists a valuable and strategic resource, since the success of organizations depends on creating, discovering, storing, disseminating, measuring and developing knowledge. The main objective of the research presented in this paper is to offer an overview on the specific problems and needs of the entrepreneurs financed through the Romania Start-up Plus programme, part of Start-UP Hub: The Entrepreneurs Laboratory Cod SIMS: 105648. A primary target of this research is to examine the components of intellectual capital and the way in which the intellectual capital influences the small business performance. The majority of the researchers agree that intellectual capital is directly connected to the performance of the SMEs sector. The results of our analysis shows the fact that intangible assets influence business development in various ways, such as increasing competitive advantage, expanding employee competency and improving organizational performance.

From Start-Up to Scale-Up

2018 ◽  
Author(s):  
Gilles Duruflé ◽  
Thomas Hellmann ◽  
Karen Wilson
Keyword(s):  
United States ◽  
Conceptual Framework ◽  
Public Policies ◽  
Scale Up ◽  
The United States ◽  
Smart Money ◽  
Start Up ◽  
The Us ◽  
The Creation

This chapter examines the challenge for entrepreneurial companies of going beyond the start-up phase and growing into large successful companies. We examine the long-term financing of these so-called scale-up companies, focusing on the United States, Europe, and Canada. The chapter first provides a conceptual framework for understanding the challenges of financing scale-ups. It emphasizes the need for investors with deep pockets, for smart money, for investor networks, and for patient money. It then shows some data about the various aspects of financing scale-ups in the United States, Europe, and Canada, showing how Europe and Canada are lagging behind the US relatively more at the scale-up than the start-up stage. Finally, the chapter raises the question of long-term public policies for supporting the creation of a better scale-up environment.

scholarly journals We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

2021 ◽  
Vol 18 (8) ◽  
pp. 4241
Author(s):  
Marisa Salanova ◽  
Hedy Acosta Antognoni ◽  
Susana Llorens ◽  
Pascale Le Blanc
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Organizational Trust ◽  
Organizational Practices ◽  
Return On Assets ◽  
Top Managers ◽  
Psychological Mechanism ◽  
And Performance

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

scholarly journals Risk Profiles Along the Lifecycle in Dynamic Markets

2015 ◽  
Vol 6 (3) ◽  
pp. 35-46
Author(s):  
Tamas Koplyay ◽  
Brian Mitchell ◽  
Sorin Cohn ◽  
Maria Fekete ◽  
Abdelkader Jazouli
Keyword(s):  
Value Chain ◽  
Critical Role ◽  
Distribution Channel ◽  
Operating Mode ◽  
Life And Death ◽  
Dynamic Markets ◽  
Start Up ◽  
Distribution Channel Management ◽  
A Company

Abstract That supply chain management and logistics are a determining factor for the long term success of a company was well documented by Forrester over a half century ago [1], with the importance of the statement only growing through the intervening years.Whether consciously factored into the operating mode or not, logistics and distribution channel management plays a critical role in the life, and death, of a firm. From the rudimentary beginnings of the start-up company to the hectic world of the growth company and onto the relatively secure existence in mature markets, the value chain consisting of logistics and distribution channel linkages follows the firm, until it solidifies into immutable form of the mature value chain and begins to exert an inexorable pressure on the survival of the entire chain, and conversely the chain imposes its will on the members. The emergence of mature industry value chains is often driven by the need to monopolistically control logistics and distribution channels which provides a competitive advantage but also introduces a serious exposure to pending shock loadings of the chain.

RETAILER’S SLOGAN IN THE FUNCTION OF PRICE IMAGE

2021 ◽  
Author(s):  
Jelena Franjković ◽  
Keyword(s):  
Competitive Advantage ◽  
Significant Role ◽  
Price Level ◽  
Marketing Mix ◽  
Consumer Perception ◽  
Successful Management ◽  
High Turnover ◽  
And Control ◽  
Price Image

The image of the retail brand and the price image of the retailer are of significant importance for achieving a competitive advantage and long-term strengthening of the overall image. Retailers’ slogans should reflect their overall strategy and facilitate and consolidate the desired positioning in the minds of customers, ie consumers. The paper studies retailers with predominantly food products, i.e., high-turnover products. Retailers who sell products of different brands find it more difficult to manage and control the positioning of their brand, and the price image also plays a significant role in this. This paper aims to investigate and compare consumer perception of retailers’ slogans and their price image. A primary survey was conducted with persons participating in the purchase of groceries for their household and included the top five retailers in the Croatian market. The results showed that the slogan of retailers can play an important role in the successful management of the price image. The compliance of the perception of the price image of retailers by the respondents with the associations of their slogans to the price level was noted. Finally, it is concluded that the harmonization of all elements of the retail marketing mix facilitates and strengthens the desired positioning in the minds of consumers, and thus the price image.

scholarly journals Training and Development Strategy and Its Role in Organizational Performance

2011 ◽  
Vol 1 (2) ◽  
pp. 42 ◽  
Author(s):  
Brig(Retd) Abdus Sattar Niazi
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Development Strategy ◽  
Learning Organizations ◽  
Training Programs ◽  
Business Environment ◽  
Training And Development ◽  
Global Level ◽  
Value Addition

In the FMCG industry at global level, the business environment has changed with intense pressure on organizations, to become ‘Learning Organizations’  and stay ahead of their competitions by bringing innovation/reinvention in training and development strategy while emphasizing on planning, designing, implementing and evaluating the training programs. Carry out an analysis that the objective of training and development is to create learning organizations which ensure that employees through value addition can effectively perform their jobs, gain competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organizational performance.  

scholarly journals Financial Analysis of a Selected Company

2016 ◽  
Vol 24 (37) ◽  
pp. 73-92 ◽  
Author(s):  
Dušan Baran ◽  
Andrej Pastýr ◽  
Daniela Baranová
Keyword(s):  
Competitive Advantage ◽  
Financial Analysis ◽  
Business Management ◽  
Management Approach ◽  
Business Enterprise ◽  
Business Enterprises

Abstract The success of every business enterprise is directly related to the competencies of business management. The business enterprise can, as a result, create variations of how to approach the new complex and changing situations of success in the market. Therefore managers are trying during negative times to change their management approach, to ensure long-term and stable running of the business enterprise. They are forced to continuously maintain and obtain customers and suppliers. By implementing these measures they have the opportunity to achieve a competitive advantage over other business enterprises.

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