scholarly journals Has the Reform of the Administrative Examination and Approval System Increased the Efficiency of Resource Allocation: Evidence from China

2021 ◽  
Vol 2021 ◽  
pp. 1-15
Author(s):  
Yangyang Zhong ◽  
Yilin Zhong ◽  
Longpeng Zhang
Keyword(s):  
Resource Allocation ◽  
Business Performance ◽  
Entry And Exit ◽  
Empirical Results ◽  
Administrative Division ◽  
Enterprise Level ◽  
Administrative Examination And Approval

Based on data from the China Industry Business Performance Database from 1998 to 2007 and the time of establishment of the administrative examination and approval center in each administrative division in China, this study attempts to empirically determine the effects of the reform of the administrative examination and approval system on the efficiency of resource allocation from the perspectives of the degree of enterprise-level productivity dispersion. The empirical results showed that the reform of the administrative examination and approval system significantly reduced the degree of productivity dispersion among enterprises in an industry, in addition to enhancing the efficiency of resource allocation in the industry. A further analysis of heterogeneity revealed that the reform of the administrative examination and approval system yielded greater enhancements of the efficiency of resource allocation in industries with lower entry and exit rates.

Emergence of Familiness and Family Owned Business Performance

2019 ◽  
Vol 10 (3) ◽  
pp. 61-73 ◽  
Author(s):  
Nay Zar Aung ◽  
Youji Kohda
Keyword(s):  
Business Performance ◽  
Family Resources ◽  
Governance System ◽  
Internal Governance ◽  
Resource Based View ◽  
Empirical Results ◽  
Family Attitudes ◽  
Governance Systems ◽  
Two Factors ◽  
Family Unity

This article explores the concept of familiness in family-owned businesses (FOBs), identifying how families generate their own resources for business performance. Applying the resource-based view, the authors examined seven Myanmar businesses. Findings revealed that two factors influence familiness in Myanmar FOB: family unity and internal governance systems, which can be subdivided into traditional and collective systems. Moreover, evaluation revealed that FOB's business performance was affected by different family attitudes. A combination of family unity and a traditional internal governance system was conducive to controlling the internal business capabilities, whereas creating external opportunities were considered more effective for a combination of family unity and a collective internal governance system. Findings suggest that familiness emerges through embedded family resources that incorporates a sense of awareness with abilities for business advantages. These empirical results can provide insights and inputs that can help small and medium-sized FOBs safeguard their future.

Bringing It All Together (Data Mining on an Enterprise Level)

2001 ◽  
pp. 119-136
Author(s):  
Stephan Kudyba ◽  
Richard Hoptroff
Keyword(s):  
Data Mining ◽  
Business Performance ◽  
Value Added ◽  
Building Blocks ◽  
Complex Nature ◽  
It Systems ◽  
Brick And Mortar ◽  
Key Issues ◽  
Enterprise Level ◽  
Business User

Up to now we have presented the fundamental building blocks to understanding the concept of data mining and addressed the prevailing applications within the corporate environment including both the “brick and mortar” style and e-commerce spectrums. The process does not stop here however. In order to implement mining on an enterprise basis, firms must overcome some potentially serious obstacles and address key issues. The more complex nature of data mining generally limits its use to a smaller population of individuals in a given firm, (although this is not always the case). Because of this, a common drawback to the process of effective Mining is the communication of value-added model results to corresponding users of this information. Just as there exists a gap between IT personnel, (those who know the technical side of systems) and the business user, (those who require IT systems to help solve their problems), there also exists a communication gap between the “data miners” and those who need to apply the resulting models to help solve their business problem. Other issues which must be considered before implementing an organization wide mining approach entails the development of total mining solutions instead of limiting applications to a few business problems. Decision makers must also avoid the trap of relying too heavily on mining results and must remember that these models are not crystal ball providers of perfect knowledge. Because of this, they must therefore monitor actual business performance against projected measures to maintain model effectiveness and accuracy.

scholarly journals Lean termelés és üzleti teljesítmény – nemzetközi empirikus eredmények (Lean production and business performance – international empirical results)

2011 ◽  
pp. 14-27
Author(s):  
Krisztina Demeter ◽  
Dávid Losonci
Keyword(s):  
Business Performance ◽  
Lean Production ◽  
Operational Performance ◽  
Direct Connection ◽  
Factors Affecting ◽  
Empirical Results ◽  
Business Results ◽  
Clear Link

A lean termelés javít a vállalatok operatív teljesítményén. Korábbi kutatásokkal összhangban ezt nemzetközi kérdőíves felmérésből származó eredmények is alátámasztják. Nem mutatható ki azonban egyértelmű kapcsolat a lean termelés és az üzleti teljesítmény között. A szerzők kutatásukban – kifejezetten a több lean eszközt elmélyülten használó és jó operatív eredményekkel rendelkező ún. haladó lean termelők üzleti eredményeire fókuszálva – azonosították az üzleti teljesítményt befolyásoló tényezőket. Bár számos tényező kívül esik a termelésmenedzsment hatáskörén (pl. piaci dinamika, új piacra lépők száma, személyre szabás), de a termék/szolgáltatás arányának befolyásolásán, a beszállítók és a kapacitástartalékok menedzsmentjén keresztül a termelésnek is van lehetősége az üzleti teljesítmény javítására. Végül, bár közvetlen kapcsolat nem mutatható ki a lean termelés és az üzleti teljesítmény között, de a szerzők várakozásai szerint a folyamatosan javuló operatív teljesítmény kiegyensúlyozott és stabil üzleti teljesítmény alapja lehet. A haladó lean vállalatok pedig nagyobb eséllyel kerülhetnek (maradhatnak?) a jó üzleti teljesítménnyel büszkélkedő vállalatok körébe(n). ____________ The lean production has improved the operational performance of companies. However a clear link between lean production and business performance can not be detected. In their research the authors have identified the factors affecting business performance focusing on business results of the advanced lean producers. Although a direct connection is not detected between lean production and business performance, but according to the author expects the continuously improving operational performance shall be a base for the balanced and stable business performance.

Communities of Practice Based Business Performance Evaluation

2011 ◽  
pp. 201-221
Author(s):  
Mei-Tai Chu ◽  
Rajiv Khosla
Keyword(s):  
Decision Making ◽  
Resource Allocation ◽  
Knowledge Management ◽  
Performance Evaluation ◽  
Communities Of Practice ◽  
Tacit Knowledge ◽  
Business Performance ◽  
Four Dimensions ◽  
Organizational Demands ◽  
Decision Making Processes

Knowledge Management (KM) is known to enhance an organization’s performance and innovation via the knowledge sharing both explicitly and tacitly. Moreover, Communities of Practice (CoPs) has been accepted as an effective way to retrieve and facilitate tacit knowledge particularly. Performance Evaluation of CoPs will significantly impact an organization’s strategic focus, knowledge transfer, resource allocation, and management performance. Meanwhile, proper measurement and decision making processes are critical for KM and CoPs success. However, the ultimate performance of CoPs implementation is uneasy to measure correctly. This chapter attempts to analyze how to establish a feasible framework to assess CoPs performance to meet organizational demands. This framework contains four dimensions and sixteen criteria built from review of existing literature and experts’ interviews in a large R &D organization. Therefore, this chapter tends to discuss the CoPs and its performance evaluation from a theoretical and practical perspective.

Intellectual Capital and Business Performance of Pharmaceutical Firms in Kenya

2019 ◽  
pp. 851-873
Author(s):  
James Mark Ngari
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Business Performance ◽  
Strong Support ◽  
Relational Capital ◽  
Fit Indices ◽  
Empirical Results ◽  
Pharmaceutical Firms ◽  
Structural Capital ◽  
The Relationship

Intellectual capital is an investment in the organization and it is perceived to be a strategic resource and a source of competitive advantage. The purpose of this chapter is to test the relationship between intellectual capital and business performance of pharmaceutical firms in Kenya. The specific objectives are to determine whether human capital, structural capital and relational capital influence business performance of pharmaceutical firms in Kenya. The results indicate that human capital, structural capital and relational capital influence business performance of pharmaceutical firms in Kenya. Human capital and structural capital relationship strongly exist among the studied pharmaceutical firms and significantly influenced business performance positively. In addition, the study confirmed that human capital, structural capital and relational capital are dimensions of intellectual capital. The developed model confirm that the theory fitted data with fit indices above or below the required thresholds and the empirical results provided strong support for the model.

Intellectual Capital and Business Performance of Pharmaceutical Firms in Kenya

2017 ◽  
pp. 188-209
Author(s):  
James Mark Ngari
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Business Performance ◽  
Strong Support ◽  
Relational Capital ◽  
Fit Indices ◽  
Empirical Results ◽  
Pharmaceutical Firms ◽  
Structural Capital ◽  
The Relationship

Intellectual capital is an investment in the organization and it is perceived to be a strategic resource and a source of competitive advantage. The purpose of this chapter is to test the relationship between intellectual capital and business performance of pharmaceutical firms in Kenya. The specific objectives are to determine whether human capital, structural capital and relational capital influence business performance of pharmaceutical firms in Kenya. The results indicate that human capital, structural capital and relational capital influence business performance of pharmaceutical firms in Kenya. Human capital and structural capital relationship strongly exist among the studied pharmaceutical firms and significantly influenced business performance positively. In addition, the study confirmed that human capital, structural capital and relational capital are dimensions of intellectual capital. The developed model confirm that the theory fitted data with fit indices above or below the required thresholds and the empirical results provided strong support for the model.

scholarly journals Why market imperatives invigorate economic inequality? Cobb-Douglas utility remodelled

2019 ◽  
Vol 66 (2) ◽  
pp. 145-163 ◽  
Author(s):  
Robin Maialeh
Keyword(s):  
Resource Allocation ◽  
Data Analysis ◽  
Utility Function ◽  
Driving Forces ◽  
Economic Inequality ◽  
Data Availability ◽  
The Other ◽  
Market Conditions ◽  
Empirical Results ◽  
Intrinsic Feature

The aim of the article is to demonstrate on a familiar example of Cobb-Douglas utility function principles of intertemporal resource allocation under general market conditions. The enormous increase of data availability and progress in data analysis in recent decades caused that empirical inequality research has created a robust base of results. On the other hand, researchers face serious interpretation difficulties. Empirical results do not speak for themselves but only through interpretative theory. Hence, the article provides a theoretical scheme which clarifies fundamental inequality-driving forces and which reveals economic inequalities as the intrinsic feature of market economies.

Standardization versus Adaptation of International Marketing Strategy: An Empirical Investigation

1993 ◽  
Vol 57 (4) ◽  
pp. 1-17 ◽  
Author(s):  
David M. Szymanski ◽  
Sundar G. Bharadwaj ◽  
P. Rajan Varadarajan
Keyword(s):  
Resource Allocation ◽  
Market Structure ◽  
Marketing Strategy ◽  
Competitive Strategy ◽  
Business Performance ◽  
Western Europe ◽  
Empirical Studies ◽  
International Marketing ◽  
Marketing Mix ◽  
International Marketing Strategy

An issue debated frequently in the international marketing literature centers on whether a business should pursue a strategy that is standardized across national markets or adapted to individual national markets. Of the two aspects relating to standardization of marketing strategy across national markets—(1) standardization of the pattern of resource allocation across marketing mix variables integral to a business's marketing strategy and (2) standardization of the strategy content with respect to individual marketing mix variables—the latter has been the subject of numerous conceptual articles. However, there is a relative dearth of empirical studies on both issues. To partially fill this void, this study addresses empirically the question of the standardization of the pattern of resource allocation among marketing mix variables across national markets. The question is addressed by examining whether competitive strategy and industry structure variables affect market share and business profits similarly or dissimilarly across Western markets, that is, the U.S., U.K., Canada, and Western Europe. The results reveal that with few exceptions, the effects of competitive strategy and market structure variables generalize across these markets. The study findings provide insights into both the merits of standardizing the strategic resource mix across Western markets and the competitive strategy and market structure variables that are major explanators of business performance across Western markets.

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