scholarly journals Efficiency of the management of parallel activities in the business enterprise

2021 ◽  
Author(s):  
George Popov ◽  
Kiril Anguelov ◽  
Antoaneta Popova
Keyword(s):  
Business Enterprise

Enterprise and its Business Environment

2016 ◽  
Keyword(s):  
Business Environment ◽  
Solid Base ◽  
Business Enterprise ◽  
The World

A clear and insightful introduction to the world of business enterprise and the inner workings of the firm. It explores the role of entrepreneurs, consumers and businesses to understand how their roles affect the production and allocation of good and services and provides a solid base from which those new to the study of business can develop their own interests in relation to the most powerful economic and entrepreneurial forces shaping the world in which we live.

The Cellophane Wall

2018 ◽  
Author(s):  
J. E. Smyth
Keyword(s):  
Cultural History ◽  
American Business ◽  
Women Filmmakers ◽  
American Film ◽  
Business Enterprise ◽  
Collaborative Models ◽  
Bette Davis ◽  
Studio System ◽  
Film Authorship ◽  
Over Time

Between 1924 and 1954, Hollywood was, more than any other American business enterprise, enriched by women: women’s pictures, women audiences and fans, and women filmmakers. McLean, Head, McCall, Davis, Harrison, Hopper, and many other Hollywood women offered collaborative models of the studio system. These are difficult concepts for film historians to face. Recognizing that the Hollywood studio system enabled women’s careers between 1924 and 1954 forces a reconsideration of two ideologies that have held sway over American film and cultural history: the “great man” theory of film authorship, and the assumption that things for Hollywood’s women have improved over time, due to our faith in “progressive” history. Today, women trying to break into the industry are told that although things are difficult and women are not represented equally in the creative professions, the situation has improved since the bad old studio days. “Bunk!” as Bette Davis would have said.

A new management for enduring company success

Kybernetes ◽  
2011 ◽  
Vol 40 (3/4) ◽  
pp. 369-393 ◽  
Author(s):  
William F. Christopher
Keyword(s):  
Design Methodology ◽  
System Model ◽  
Business Enterprise ◽  
Viable System Model ◽  
System Science ◽  
Content Type ◽  
Turbulent Times ◽  
Changing Times ◽  
Viable System ◽  
Practical Implications

PurposeThe purpose of this paper is to explain how the system science and cybernetics in Stafford Beer's viable system model (VSM) will help management structure and manage their company to achieve on‐going success in a fast‐changing world.Design/methodology/approachThe author worked with Stafford Beer in the 1970s, applying his VSM in the corporation he then worked for and has used the VSM ideas in work with companies in 16 countries, always with success. The VSM instructs in how to structure and how to manage. For what to manage the author used Peter Drucker's key performance areas, and has more than 50 years of experience working in these areas.FindingsThe author has found, during his long career in industry and in consulting, that the VSM is the best available guide for structuring and managing a business enterprise for success in turbulent times.Practical implicationsIn the 1950s, Ralph Cordiner “decentralized” General Electric into 120 businesses, pioneering a new, better way to structure and manage a corporation. After 50 years, we have the next revolutionary advance in management, the system science and cybernetics in Stafford's VSM. The VSM includes information and environments in structure, enabling companies to change as appropriate for achieving on‐going success in a world of huge and fast‐growing variety.Originality/valueThe paper shows how a simple form of the VSM includes all the system science company management needs to structure and manage their company for enduring success in fast‐changing times.

Robert Livingston (1654-1728): Businessman of Colonial New York

1956 ◽  
Vol 30 (1) ◽  
pp. 18-45 ◽  
Author(s):  
Lawrence H. Leder ◽  
Vincent P. Carosso
Keyword(s):  
New York ◽  
Eighteenth Century ◽  
New World ◽  
Political Life ◽  
Business Enterprise ◽  
Business Organization ◽  
Manufacturing Enterprises ◽  
Social Prestige ◽  
The Social ◽  
Business Functions

Robert Livingston's career provides the first opportunity to consider in detail the emergence of an early New York businessman. Trained in business in Rotterdam, he brought to the New World the experience, knowledge, and techniques of one of the most advanced commercial centers of his day. On the Albany frontier he applied the Old World's business methods to advantage and gradually emerged as a dominant figure in colonial New York. His records and business correspondence leave no doubt that Livingston belonged to that class of businessmen often referred to as sedentary or resident merchants, though he did not employ as many agents and partners as his later, more mature counterparts. Neither did he engage in as many ventures or perform as many functions as the Browns, Hancocks, and other late eighteenth-century merchants, nor did he create an impressive business organization at home or abroad as was customary among certain European contemporaries. Still, as a wholesaler and retailer, importer and exporter, shipowner and land speculator, Livingston was an early New York practitioner of diversified business functions and investments. His extensive land dealings, no doubt motivated in part by the social prestige attached to real estate, were undertaken primarily as a source of credit and revenue. Livingston Manor was operated as a business enterprise: some of it was cultivated on Livingston's behalf, parts were leased to tenants who provided for the Lord of the Manor not only rents but a steady market for the goods he obtained in overseas trading ventures, and other sections were devoted to various manufacturing enterprises. Livingston's political life was an integral and necessary part of his business ventures, which reflected at all points the total instability of most colonial institutions. From the details of Livingstons many-sided commercial life emerges a rare picture of an embryonic business society in which the means were sorely taxed to achieve the ends conceived by ambitious men.

scholarly journals Public–Private Partnership and Social Equity: An Empirical Study of the Disadvantaged Business Enterprise Program

2021 ◽  
pp. 036119812110312
Author(s):  
Kunqi Zhang ◽  
Qingbin Cui
Keyword(s):  
Program Implementation ◽  
Social Equity ◽  
Business Enterprise ◽  
Delivery Method ◽  
Public Attention ◽  
Delivery Methods ◽  
The Us ◽  
Disadvantaged Business Enterprise ◽  
Design Bid Build ◽  
Linear Regressions

Pushback for public–private partnerships (P3s) comes in part from their purported favoritism toward large firms. However, no study has empirically verified this claim. This paper examined the Disadvantaged Business Enterprise (DBE) program to assess whether delivery methods play a role in the participation of minority- and women-owned firms in federally assisted transportation contracts. A sample of 134 contracts from the US Major Transportation Project Database served as the dataset to run linear regressions. Results revealed that P3 associates with higher DBE goals than design–bid–build (DBB). Plausible explanations include P3 being associated with a larger contract size, more public attention, more potential subcontracting opportunities with design included in the package, and intensified agency desire for greater diversity in DBE subcontracts. Moreover, the delivery method has an insignificant effect on DBE attainment. This paper also introduces the DBE envelope, a radar plot capable of graphically assessing DBE program implementation.

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