Showing papers on "Business model published in 1992"

A Framework for Integrated Risk Management in International Business

Abstract: Treatments of risk in the international management literature largely focus on particular uncertainties to the exclusion of other interrelated uncertainties. This paper develops a framework for categorizing the uncertainties faced by firms operating internationally and outlines both financial and strategic corporate risk management responses.

Taxes and Business Strategy.

Abstract: This book is written for anyone with an interest in learning about tax strategy. We initially wrote the book for MBA students, but it is also appropriate for undergraduate students, mas ters of accounting or finance students, and doctoral students. More specifically, this book is appropriate for those embarking on (or already in) careers in investment banking, corporate finance, strategy consulting, money management, or venture capital. The book is valuable to accountants and attorneys who want a rigorous framework for thinking about tax strategy and how tax strategy interacts with other aspects of the firm. In addition, those starting their own businesses and even just managing their own finances will find many aspects of this book valuable. URI http://lib.hpu.edu.vn/handle/123456789/22567 Collections Sociology [2834] DSpace software copyright © 2002-2016 DuraSpace Contact Us | Send Feedback Theme by Taxes and business strategy 

Theory in international business

Abstract: International business has existed as a distinct field of study for the past three decades, but it does not have a widely accepted explanatory theory on which to base its uniqueness as a discipline. David Ricardo's theory of comparative advantage, Raymond Vernon's product life cycle, John Dunning's eclectic theory and all others are essentially explanations of business between domestic firms or regions, as well as international firms. They explain "multidomestic" investment and intra-national trade. Those theories offer important insights into the functioning of firms in business anywhere, including international firms, but they fail to focus on the distinguishing characteristics of business operating among different nations. Since international business is the study of business activities that cross national borders and, therefore, is fundamentally concerned with the firms that undertake that business and the national Governments that regulate them, a theory that is unique to such business must explain the responses of businesses to government policies and the policy-making of Governments themselves towards international firms. Empirical studies have distinguished international from domestic business strategies and operations, but they have not resulted in an international theory of cross-national business behaviour. The lack of a proper theoretical focus has diverted the discipline from an emphasis on policy and on conflicts and cooperation among corporations and Governments. A framework for constructing such a theory can be built on existing bargaining theory.

Putting IT in its place : a polemic for the nineties

Abstract: The 1980s were characterized by rapid developments in information technologies, continuously rising IT expenditures in firms and high hopes about the pay-off of IT investments. In many ways, the great expectations of IT seemed to encourage organizations to manage IT as a special case, somehow above the norms of conventional policy and practice. The 1990s look different. IT expenditures are no longer rising, value for money questions are being asked about IT, changes are being made to IT organization structures and IS Directors are losing their jobs. Michael Earl argues for a more realistic approach to managing IT. He calls it “putting the business back into IT”.

Doing Business Internationally

Abstract: Does your department engage in international activities? Are you sending students, employees or contractors to a foreign land? Are your international programs getting bigger and more complex? Are you sure that you are in compliance with laws and regulations internationally? You are invited to attend a seminar on " Doing Business Internationally " sponsored by the Office of the Vice President of Administrative Services in conjunction with High Street Partners, an international services firm. Learn how we can better collaborate among departments as part of our international endeavors and programs as well as ensure that we are in compliance with laws and regulations. High Street Partners is an international business services firm that has expertise in supporting the needs of the higher education community with international programs. Bob Lammey from High Street Partners will facilitate the presentation. Bob leads the Higher Education practice at HSP and has nearly 20 years of financial management experience including 12 years in international finance. Bob joined HSP from Harvard University, where he was the Director of Global Business Compliance within the University's central administration.

Information system sophistication and financial performance of small engineering firms

Abstract: This study investigated the relationship between information system (IS) sophistication and financial performance in small firms. The major research proposition was that information system sophistication is one cause of small firm success. Data were collected from 289 engineering firms by mail questionnaire, including 120 with at least one computer. Non-parametric statistical tests suggested that firms with more sophisticated information systems performed no better than firms with no or less sophisticated information systems. Furthermore, among only the firms with computers, some negative rather than positive correlations were found between one IS variable and two measures of financial performance. Therefore, rather than support the major proposition that IS was a success factor for small firms, the data provided evidence to the contrary.

The automation of accounting practice

Abstract: This article examines the use of computer technology by the UK accounting profession. The first part of the paper examines the nature of the accounting environment and identifies a number of reasons why accounting automation should be an issue of general concern. A particular accounting task, auditing, is examined in detail to illustrate some of the factors affecting accounting automation. The second part of the paper reports the findings of an empirical examination of computerization amongst a number of different accounting groups with different working environments. Practitioners' views on several factors constraining further technological innovation, and on factors motivating innovation, are analysed and examined. It is concluded that domain characteristics, historical factors and skill availability are amongst the most significant variables influencing automation.

Organizational computer security policy: the reality

Abstract: Computer security issues are normally addressed from a technical perspective. Increasingly, however, organizations and computer specialists are coming to realise that applying more technology as the basis of an answer to a problem that derives from technology cannot, in the long term, be a viable solution. This paper shows how it is important that other considerations are taken into account, such as business and management requirements, and practical user issues. In order for this approach to make any progress, we must first establish the current situation in ordinary organizations. This paper describes key results from research carried out to determine the status of computer security in organizations today.

Integrating Ethics into the Business School Curriculum

Abstract: To justify fully the inclusion of a business ethics course in the business school curriculum, it is necessary that the course achieve four goals. Yet two of these goals are not even addressed in the business ethics texts used today in business ethics courses. The other two goals are addressed in business ethics texts, and research indicates these goals are achievable. The best way to realize these attainable goals is to incorporate the teaching of ethics into regular business courses.

The Business and Marketing Environment

Abstract: Attempts to explain and analyze the two types of environment crucial to the success of the business organization: the business' internal environment and the wider environment within which the business operates.

Integrating R&D and Business Strategy

Abstract: Integrating R&D and business strategy is vitally important to the success of research-intensive companies. All units of the organization must be properly aligned to common and well-understood goals and strategies. This is necessitated by several characteristics that are common to research-based businesses regardless of industry: * Long research and development time frames (i.e., years vs. months), * Substantial R&D investment. * Potentially lower success rates relative to non-research based businesses (riskier projects). * Expectations of consistent growth held by the financial community and other stakeholders. When this alignment doesn't happen, animosity and mistrust between R&D and business units become the norm, with results that include improperly positioned or timed new products, which can subsequently affect the company's growth and profitability. Statements like, "Why doesn't R&D give us something we can sell?" from the marketer, and "The marketing people don't know how to sell what we give them" from R&D are not uncommon. Lowered morale, reduced productivity, inefficiency, and loss of the best people are but a few of the negative consequences. Deeply Rooted Problems There are long-standing and deeply-rooted problems involved in integrating R&D and business strategies. Often R&D and business organizations have conflicting goals and practices. Figure 1 (Figure 1 omitted) outlines the contrasting characteristics of the two groups, all of which highlight the need for effective integrating mechanisms. R&D is a generator of future ideas and products and is an expense to the business, while business units deal with the present, and are generators of sales and profits. Marketing and sales groups think in terms of defined markets characterized by numbers, historical information and trends. It is often difficult for them to quantify the unknown and to make projections based on concepts. Their "product" is a tangible good or service which there is an intention to promote and for which results are measured in sales and market share. The value of this transaction, however, is not only determined by how well the product is promoted to the consumer, but by the quality of R&D's "product" --the information on which the position is built. R&D, on the other hand, deals with concepts that are often untested and unproven, using a process that can take as long as 10-15 years before producing a product the business can sell. R&D groups harbor strong optimism that everything they are working on has a good chance of success, while in reality, only a small fraction will make it to the marketplace. In some industries, up to 90 percent of the projects on which R&D works fail to generate new products. This contrasts with the much higher success rate needed by the business units to ensure company profitability. Business plans for each project in the R&D pipeline are developed based on assumptions of success. The project dropout rate results in disappointment, suspicion and even cynicism about when the next new product will be available for sale. The uncertainty makes it difficult for the business to count on incremental growth from new products in specific time frames. Increased understanding and planned coordination of the commercial and technical aspects of the business by all members of the organization can alleviate this "business anxiety." To illustrate the integration of R&D and business strategy, the remainder of this article will focus on a specific research-based industry--the pharmaceutical industry. The experiences of Searle, a mid-sized ethical pharmaceutical company, following its acquisition by Monsanto in 1985 will be described. Strategy Integration at Searle After Monsanto purchased G.D. Searle and Co. in 1985, a complete restructuring of Searle took place. The over-the-counter pharmaceutical products business was sold and the sweetener business separated into the NutraSweet company as another subsidiary of Monsanto. …

Use of executive information systems in measuring business performance

Abstract: Much effort and research has concentrated on the need to formulate and implement business strategy, and the need to monitor performance against strategic plans. This paper, based on research carried out from July to September 1990, identifies the methodologies which organizations applied to define performance indicators presented on their Executive Information Systems and if these indicators helped steer the organizations towards their strategic objectives. Organizations applied either a critical success factor, an alternative top-down, or an evolutionary/prototype methodology to build their EISs. Unfortunately, not one organization which took part in the research modelled its EIS on its overall business strategy, thus limiting the use of their EIS to that of a glorified fire extinguisher rather than using it to help bridge the gap between formulating and implementing a business strategy.

Internationalization of the firm and impacts of videotex networks

Abstract: Business applications represent one of the fastest growing areas for videotex. Due to the efforts to link national videotex systems, we analyse the potential uses and effects of videotex for international business applications. Using case studies of international videotex use by eight firms, we outline the key strategies firms use to exploit videotex internationally, as well as the major impacts of this use. Main strategies include: (1) adding value to basic transactions through the incremental addition of new services, (2) using the basic service as a product leader that draws customers into a relationship, (3) using the information byproducts of transactions to better manage relationships with system users and (4) Unking videotex systems with other networks and information systems as a means of broadening reach. Impacts centered primarily on the ways firms related to their customers and suppliers including a shifting of costs of transactions away from the service provider, a more easily expanded base of partners and more standardized interactions with these. International connections via videotex helped to alleviate the high costs of international telecommunications, and in some cases, permitted companies to access foreign markets previously too expensive to reach. Theoretically, the case studies illustrate the use of telematic systems to enable marketing strategies that have characteristics of both market and hierarchy approaches as noted by Williamson (1975), and both cost/volume and product differentiation strategies pointed out by Porter (1980). Regarding international strategy, the case studies further illustrate that such telematic applications can help firms achieve the benefits of both global and multidomestic approaches discussed by Porter (1986).

A new perspective on the role of intangible resources in business strategy

Abstract: This study is concerned with the role of intangible resources in business strategy. Intangible resources range from intellectual property rights, through contracts and databases, to the more subjective, or "people dependent" factors of reputation and know-how. Sustainable competitive advantage results from the possession of relevant capability differentials. Regulatory and positional capabilities are concerned with assets, such as patents, or reputation; functional and cultural capabilities are concerned with competencies, such as speedy response to customer demand, or the ability of the organisation as a whole to cope with change. The theoretical part of this study is concerned with identifying the nature and characteristics of intangible resources, and with the development of a framework which links the different kinds of intangible resource to the four capabilities. This framework is used as the basis of a new technique which aims to identify the relative contribution which intangible resources make to competitive advantage. In order to place this analysis technique in context a review of the strategic management literature was carried out. The empirical part of this study comprised structured sur veys of chief executives, specifically: a pilot postal survey, a national postal survey, and six case studies. The main finding of the postal surveys was that the intangible resources which make the most important contribution

Managerial Tenure, Business Age And Small Business Dynamics

Abstract: This paper studies a Census Bureau survey of the small business sector that contains information on business age, business size and other proxies for business quality, information, typically available on business data sets, as well as proxies for the quality of the manager of each business, information that is not common to such data sets. One of the key proxies for managerial quality is the length of time the manager has been running the business, that is, managerial tenure. With proxies for both the underlying quality of each business and for the quality of the manager running the business, we are able to begin separating the influences of the manager from that of the underlying business on such factors as business discontinuance and business transfer. An example of the questions we explore is: Holding business quality fixed, what is the impact of the manager on the probability of business discontinuance? Regarding this question, we find that managers have a large impact on the course of their businesses, in particular, among businesses of the same age, managerial tenure has a significant impact on the probability of business discontinuance and transfer.

Contemporary Issues in the Business Environment

Abstract: This volume presents theory and empirical research on ethical and social issues in business. Topics include: philosophical ethics in the international marketplace; strategic environmental management; an analysis of government regulation of the alcohol industry; the stakeholder theory of the firm; corporate political strategy; and legitimacy in tobacco industry strategy.

A New Planning Model for the Public and Nonprofit Sector

Abstract: Strategic planning is a common practice in the corporate world. While many private‐sector organisations are now using strategic planning practices, public and nonprofit officials have only recently begun to embrace this concept. This is being done to enhance their organisation's ability to cope with an ever‐changing environment‐both external and internal. Since business models of strategic planning are designed to increase a company's profits and/or control its environment, such practices should be modified and adapted to properly “fit” the unique political and administrative environment of a particular organisation.

Business in a changing world

Abstract: Private enterprise in America the changing business environment global business - a growing sector legal aspects of business ethics and social responsibility forms of business ownership entrepreneurship, small business, and the franchise system managing in organizations organizing for effectiveness motivating employees human resources management labour-management relations operations management information management marketing - the strategic input product management channels of distribution pricing promotion accounting and financial statements money and banking financial management the securities markets risk management and insurance the future of business you and your career small business plan.

Customer Service and Information Technology

Abstract: Many companies are cultivating Customer Service (CS), through the use of Information Technology (IT), as a valuable asset to achieve strategic superiority over competition. This paper, based on research across three European countries, assesses how leading or pioneering companies are utilising IT, as an enabling tool in CS, for competitive purposes. It is clear from the findings that while IT is being used in marketing and CS, such application of IT is still in its infancy. It is equally clear that there is great potential for using IT in marketing and CS, at both operational and strategic levels. Organisations that fail to recognize the strategic value of IT in marketing and CS run the risk of being at a considerable disadvantage.

A new look at ethics in international business

Abstract: In many countries there are stated rules that gift-giving and solicitation in business practice are unethical and prohibited However, except for the American FCPA, all the rules and guidelines seem to govern only domestic business practices and there are no clear-cut rules for international business practices in this respect This study investigates gift-giving and solicitation in international business practice, using the data collected from 111 New Zealand international business firms The research findings show variable conduct and contradictory attitudes These findings suggest that, with the variety of ethical standards and levels of morality which exist in different cultures, neither Deontology nor Utilitarianism could be the answer to the dilemma of ethics and pragmatism that faces today's international business managers Instead, “Culturalism,” as developed in this study, should be the guiding principle to international business ethics

Value and Strategy: Competing Successfully in the Nineties

Abstract: Introduction: The Search for Strategy The Value Process Value as Experience and Decision Value in Action: The Transaction Strategy and Creating Value Turnover and the New World of Business Creating the Market: Integration, Differentiation, and Competition Position, Profit and Strategy The Business The Business Organization The Holographic Organization Classical Organization Strategies The Value Organization Strategy Capital and Management in Value Strategy Production and the Value Relationship Producing for Value Value Relationships at Work: Co-Involvement Management and Value Glossary Bibliography Index