Showing papers on "Business model published in 1971"

Financial Control Systems for Multinational Operations: An Empirical Investigation

Abstract: As a company expands its operations from a predominately domestic base to a multinational base, it might be expected that its formal systems of reporting and control will undergo some fundamental changes. For example, Hawkins concludes a discussion of this with the statement, “Those responsible for foreign operations need to create management control systems tailored to the peculiar objectives, organization, and environment of their international operations, rather than simply exporting their domestic control systems.”11David F. Hawkins, “Controlling Foreign Operations,” Financial Executive, Vol. 33, No. 2 (February 1965), p. 25. But does this occur in practice? And, more important, should it occur?© 1971 JIBS. Journal of International Business Studies (1971) 2, 11–28

Negro business and business education, their present and prospective development,

Abstract: Book One. Negro Business: Part I: The Background: The Evolution of Negro Business. Part II: The Present: Enterprises - An Overall View. Personnel - An Overall View. Life Insurance Companies. Banking and Lending Institutions. Consumer Cooperatives. Part III: The Future: Problems of Business Operation. A Business Philosophy. Book Two. Business Education in Negro Colleges and Universities: Evolution of Business Education. Among Negroes. Present Status of Business Education among Negroes. Needs and Problems of Business Education among Negroes. Appendixes. Index.

Performance of U.S. Operations in Britain

Abstract: The value of U.S. overseas investments has grown rapidly in recent years. From $10.7 billion in 1949, the worldwide total of U.S. direct investments had grown to $70.8 billion by 1969. Sales from overseas operations had risen correspondingly. In 1967 they totaled approximately $80 billion, amounting to 2.6 times the value of U.S. merchandise exports.© 1971 JIBS. Journal of International Business Studies (1971) 2, 29–40

Joint-Efforts Programs: A Proposal for Integration of International and Functional Concepts

Abstract: A major challenge facing teachers of international business subjects during the decade of the 1970's will be the efficient and effective integration of international concepts with the functional areas of current business school curricula. This challenge is a consequence of the development of international business programs during the 1950's and the shifted emphasis toward concern with “greater internationalization of the functional areas of business” in the 1960's.11Schuyler F. Otteson, Internationalizing the Traditional Business Curriculum, International Business Research Series #1 (Bloomington, Indiana: Bureau of Business Research, Indiana University, 1968) p. 90. (The problems of the 60's are also discussed in Stefan Robock and Lee Nehrt, eds., Education in International Business, (Bloomington, Indiana: Indiana University, 1964). the current task is broader than the former ones in that it involves “total” integration. Such integration, however, necessarily involves optimal allocation of resources within the university. Thus administrators must find the proper combination of internationalized functional business courses and functionalized international courses. Achievement of such a condition necessitates obtaining the effective faculty interaction needed in any successful interdisciplinary approach. Furthermore, it adds additional pressure to the fact that many business school resources are already strained with no immediate relief in sight.© 1971 JIBS. Journal of International Business Studies (1971) 2, 61–70

Systems Analysis and Business Models

Abstract: As organizations are becoming more complex there is an increasing need to investigate already in the planning stage the results of a number of alternative policies. The construction of a model is thereby essential. It can be assumed that every employee has in mind some more or less vague notion which serves as a model of his company. These models are implicit, they are of little use to someone else. Explicit models fairly descriptive of company performance are now in frequent use as a tool for the policymaker. The idea of an integral business model, which includes many aspects of company activities, is certainly not new. In the Anglo-American literature one encounters the name ‘corporate model’ [8], [2], in the French literature ‘modele global de l’enterprise’ [1].

A mathematical model of the briquette industry in Victoria

Abstract: This paper describes how a business model is created and used. In particular it focuses attention on a model which has been developed to represent a typical business comprising production, storage, distribution and demand in a competitive environment.It describes the situation of the briquette industry in Victoria. The paper is presented not only to illustrate one successful and valuable application, but also to indicate the powerful nature of mathematical models and the way in which all businesses can be so represented. The example used in this paper to high-light the various aspects of model buildings fits into an emerging pattern of quantitative studies which are contributing toward the preparation of investment decisions by the State Electricity Commission of Victoria.