Poslovni uspjeh hotelskog poduzeća nesumnjivo ovisi od međuodnosa hotelskih poduzeća i hotelske industrije kao cjelovite sredine u kojoj rade i djeluju. Iz takve sredine hotelska poduzeća sigurno ...dobivaju potrebne informacije kako bi se orijentirala u svojim poslovnim aktivnostima. To predstavlja siguran način smanjenja stupnja neizvjesnosti i poboljšanja kvalitete strategijskih odluka. Za hotelsko poduzeće je relevantna specifična ili poslovna sredina koja ovisi od turističkog tržišta na kojem se ono pojavljuje.
Jedno od veoma popularnih objašnjenja odnosa poduzeća i sredine je model prirodne selekcije koji se zasniva na biološkim teorijama populacione evolucije. Naglasak u ovom modelu dat je na neku vrstu prirodne selekcije u Darvinovoj teoriji evolutivne adaptacije.
Akceptirajući ovu teoriju, hotelska industrija u našem slučaju omogućuje opstanak samo onim hotelskim poduzećima koja se uspješno prilagođavaju. Valja naglasiti i to, da je veoma teško činiti potpunu analogiju zbivanja u hotelskoj industriji sa teorijom evolutivne adaptacije.
Hotelska industrija određuje koji su kritički faktori uspjeha koje hotelsko poduzeće mora posjedovati i koristiti kako bi ostvarilo poslovni uspjeh. Inovativna hotelska poduzeća planski stvaraju kombinaciju aktive i stručnosti što im omogućuje osobnu kompetentnost na osnovu koje se može stvoriti i održavati relativno trajna konkurentna prednost u poslovnoj sredini i na turističkim tržištima. Inovativno hotelsko poduzeće u pravilu stvara kritične faktore uspjeha koji postaju kriteriji dobrog poslovnog ponašanja u hotelskoj industriji za sva hotelska poduzeća koji su učesnici u gospodarskom poslovanju regije ili zemlje.
Poznavanje pokretačkih snaga omogućuje definiranje pravih prioritetnih strategijskih pitanja za koja treba naći adekvatna rješenja. Strategijska pitanja mogu se odnositi kako na održavanje ili poboljšavanje postojeće strategijske pozicije u okvirima hotelske industrije, tako i na izbor novih poslovnih područja tj. domaćih ili stranih turističkih tržišta.
U radu se raspravlja o funkcionalnom preobražaju Ljubljanske avenije u Zagrebu. Od tranzitne ceste na rubu grada ona je u proteklih pedeset godina prerasla u modernu gradsku aveniju složenih ...funkcija. Dominiraju trgovačke funkcije sa trgovačkim centrima i hipermarketima te specijalizirane trgovine automobilima, namještaja i dr.
•Blockchain technology is a remarkable technological innovation of the 21st century.•Our survey paper explores the opportunities and issues presented by blockchain.•We discuss the implications of ...blockchain for accounting, finance, taxation, banking and international trade.•We show how organisations and regulators can leverage blockchain to upscale business operations.
Blockchain is one the most remarkable technological innovations of the 21st century. The most notable application of blockchain is in the development and operation of cryptocurrencies (e.g. bitcoin, ethereum, among others). Besides the financial services industry, blockchain is also considered in other sectors such as international trade, taxation, supply chain management, business operations and governance. However, blockchain has not been examined comprehensively in all areas of relevant literature. This article conducts a survey of the literature to gain an understanding of the opportunities and issues presented by blockchain in various business functions. The article begins by providing a discussion regarding how the blockchain technology operates. The paper takes a broad focus in its analysis of the prospects of blockchain for various business functions, including banking and the capital markets, corporate governance, international trade, and taxation. The paper demonstrates how organisations and regulators can leverage blockchain to upscale business operations, enhance efficiency and reduce operational costs. The key drawbacks of blockchain that stakeholders need to bear in mind before adopting the technology are also highlighted. The article also reflects on how organisations can tap into blockchain to reap the full potential of the fourth industrial revolution.
We study the relationship between modularity and entry mode choice in business functions offshoring. We define the degree of modularity of an activity as technical architecture (whether it can be ...detached from the rest of the value chain without loss of synergies). We refer to the entry mode chosen as organizational architecture (whether a captive solution, a partnership or outsourcing). We propose that the selection of entry mode should reflect the alignment of the technical and organizational architectures: that is, they need to be ‘mirrored’. Modular activities are more likely to be outsourced, as modularity decreases transaction costs and knowledge leakages risks, while not-modular activities reflect captive entry modes. Based on the analysis of 486 business function offshoring initiatives, we also argue that firms can “break” the mirror as the entry choice is contingent upon the level of disintegration of the value chain and the offshoring experience of the firms.
Research Summary
Transaction cost economics (TCE) holds that multinational corporations (MNCs) should select governance modes based on associated transactional hazards. However, MNCs often adopt ...theoretically misaligned governance modes. Applying a prospect theory (PT) perspective, we use the context of business‐process offshoring to explore why firms choose misaligned governance modes. We argue that theoretically misaligned governance modes are regarded as riskier than aligned governance modes, and we suggest that prior experiences of failure in an international context—especially in business functions that are relevant for the internationalization of a firm—prompt decision‐makers to choose theoretically misaligned governance modes. We enhance discussions on governance‐mode decisions with important behavioral perspectives on how such decisions materialize.
Managerial Summary
Experience with underperforming investments provides decision‐makers with an important motivation to search for riskier, nontraditional solutions, such as governance modes that do not necessarily comply with conventional logics. We show that such decisions, which have traditionally been conceived as managerial mistakes, are driven by behavioral insights found in the fields of human and organizational psychology. While we explore this idea in the context of international governance‐mode decisions, we believe such a behavioral perspective on international decision‐making is generalizable to other relevant contexts.
A great deal of has been written about the challenges of a legal profession that resists change and sub-optimizes clients' benefits, and even more ink has been spilled on the opportunities and ...threats of AI. As laws are falling further behind an accelerating, dynamic world, the gap between businesses and opaque legal functions widens with the latter being perceived often as fire-fighting cost centers. This article calls out the opportunity of AI, specifically machine learning, and its impact on decision making as an opportunity for business leaders to elevate lawyers to contribute further to corporate strategies and operations. Surveying the implications of machine learning through the lens of each element of decision making, the article aims to bring the relevance of today's ubiquitous transformations to the legal function. It also reminds business leaders that the legal function will need some help, such as corporate legal strategists, to drive and sustain change that resides in the intersection of law, business and technology.
PDF
