1999
The @Corp Case: Enhancing co-operation among managers of different business units
Autori: Vaidotas Sruogis, Pål I. Davidsen, Enzo Bivona The @Corp case study concerns a high-technology manufacturing company. It is based on qualitative and quantitative data collected through interviews and written reports. In this paper, we discuss some of misperceptions shared by the strategic business unit (SBU) management. The SBU managers claimed to know various components […]
Computer-aided Visioning and Learning-oriented Models: A New Edge for Small Business Planning?
Authors: Carmine Bianchi, Graham Winch, Colin Grey Many unresolved issues plague the field of academic research and practitioner debate surrounding the role and value of planning in the small firm, though a recognized obstacle to the introduction of any formal system is the simple lack of time and resources. Conversely, it has been demonstrated that […]
Fostering Small Business Growth and Entrepreneurial Learning through Accounting and System Dynamics Models
Empirical research on business failure shows how lack of understanding the peculiar context underlying the small business system is often a primary factor of crisis. Particularly when implicit operational growth policies are pursued, high entrepreneurial involvement in current activities and lack of relevant strategic information are major causes of bias and bounded rationality in decision […]
