Search results for "BUSINESS ADMINISTRATION AND BUSINESS ECONOMICS"

showing 10 items of 42 documents

Le déploiement d'un pilotage stratégique des coûts dans les services informatiques de deux groupes internationaux : perspective instrumentale et anal…

2011

This article analyses the strategic cost management stream with an instrumental point of view and two case studies. We try to show in what extend the Activity-based Costing developments could be included in a strategic approach of the management accounting and to test if the ABC is a relevant tool to drive the strategy. The first part synthesizes the strategic cost management developments which try to improve the Activity-based Costing method. In the first part, we describe them using the Strategic Management Accounting stream, with a link with cost management and ABC. The second part exposes a taxonomy of the reasons why using the ABC method. In a third part, we confront our developments t…

05 social sciences050201 accountingStrategic cost managementPilotage stratégique des coûtsJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M4 - Accounting and Auditing/M.M4.M41 - AccountingActivity-based CostingDispositifs à base d'activitésJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M4 - Accounting and Auditing/M.M4.M41 - Accounting0502 economics and businessEtudes de casStrategic cost managementActivity-based CostingCase studiesPilotage stratégique des coûtsDispositifs à base d'activitésEtudes de cas[SHS.GESTION]Humanities and Social Sciences/Business administrationCase studies[ SHS.GESTION ] Humanities and Social Sciences/Business administration[SHS.GESTION] Humanities and Social Sciences/Business administration050203 business & management
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Responsabilité Sociale de l'Entreprise et pratiques de Gestion des Ressources Humaines

2006

As far as human resource management practices (HRM) are concerned, how do French companies respond to corporate social responsibility (CSR)? Are they eager to develop practices beyond the existing legal rules? To answer these questions, we present the results of an inquiry involving 106 HR managers who mainly belong to large manufacturing companies. Their statements, collected by questionnaire, are focused on a few "responsible" HRM practices: - Recruiting practices in favour of disabled or non skilled persons - Training practices promoting the access or the return to work - Communication practices encouraging the dialog between the managers and the employees. According to our results, the …

Applied MathematicsGeneral MathematicsJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social ResponsibilityGestion des Ressources Humaines (GRH)Human Resource Management (HRM)Responsabilité Sociales des Entreprises (RSE)[SHS.GESTION]Humanities and Social Sciences/Business administrationJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social ResponsibilityCorporate Social Responsibility (CSR)[ SHS.GESTION ] Humanities and Social Sciences/Business administration[SHS.GESTION] Humanities and Social Sciences/Business administration
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Imagen de marca y análisis lexicográfico: una aplicación a centros comerciales

2015

[EN] The concept of image in its different aspects is very important in today s society as well as in the business management field. Some authors reports that most of the studies that measure image do not take into account neither previous theoretical and conceptual models nor other possible empirical evidence alternatives. Given this need, a research regarding the concept of brand image applied to shopping malls was conducted based on the conceptual model of the consumer cognitive response in order to empirically explore and contrast it. For this reason, a survey was applied to 420 consumers in five shopping malls in Bogotá, achieving a database of 3.749 cases. The results show attribute-s…

AttractivenessOrganizational Behavior and Human Resource ManagementVocabularyStrategy and Managementmedia_common.quotation_subjectEconomics Econometrics and Finance (miscellaneous)lexicometric analysisBUSINESS ADMINISTRATION AND BUSINESS ECONOMICSimagenLoyalty business modelcentro comercialanálisis de datos textualesrespuesta cognitivaimageBusiness and International ManagementMarketingEmpirical evidenceACCOUNTINGmedia_commonshopping mallMarketinglcsh:CommerceService qualityECONOMICSanálisis lexicométricoORGANIZATIONAL BEHAVIOR AND HUMAN RESOURCE MANAGEMENTM31BUSINESS AND INTERNATIONAL MANAGEMENTAdvertisingM37Variety (cybernetics)cognitive responselcsh:HF1-6182GeographyOrder (business)textual data analysisIndustrial relationsConceptual modelBusiness Management and Accounting (miscellaneous)INDUSTRIAL RELATIONS AND LABORMARKETINGSTRATEGY AND MANAGEMENTFinanceCuadernos de Gestión
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Comparaison Balanced Scorecard - Navigator

2008

Cet article a pour objectif de décrire et de comparer deux modèles de tableaux de bord stratégique : le modèle Anglo-Saxon, connu sous le nom de Balanced Scorecard et le modèle Scandinave, dont l'application la plus connue a été développé au sein de l'entreprise Skandia sous le nom de Navigator.

Balanced ScorecardJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M10 - GeneralJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M10 - GeneralNavigateur[SHS.GESTION]Humanities and Social Sciences/Business administrationTableau de bord stratégiqueTableau de bord du capital intellectuel[ SHS.GESTION ] Humanities and Social Sciences/Business administration[SHS.GESTION] Humanities and Social Sciences/Business administrationBalanced ScorecardNavigateurTableau de bord stratégiqueTableau de bord du capital intellectuel
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LES TABLEAUX DE BORD DU CAPITAL INTELLECTUEL

2009

Cet article a pour objectif de présenter et d'analyser les tableaux de bord du capital intellectuel qui constituent un modèle alternatif au Balanced Scorecard. Dans une première partie, nous retraçons les origines et les fondements des tableaux de bord du capital intellectuel. Puis dans une seconde partie, nous décrivons les différentes façons d'appréhender le capital intellectuel pour dans une troisième partie analyser des exemples de tableaux de bord du capital intellectuel.

Balanced ScorecardJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M4 - Accounting and Auditing/M.M4.M41 - AccountingCapital intellectuel[SHS.GESTION]Humanities and Social Sciences/Business administrationTableaux de bord[SHS.GESTION] Humanities and Social Sciences/Business administration[ SHS.GESTION ] Humanities and Social Sciences/Business administrationTableaux de bordCapital intellectuelBalanced ScorecardJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M4 - Accounting and Auditing/M.M4.M41 - Accounting
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La inseparabilidad y el grado de adaptación como determinantes de la internacionalización de las empresas de servicios

2005

-Esther.Sanchez@uv.es -Jose.Pla@uv.es La mayor parte de enfoques teóricos de internacionalización han surgido en el marco del sector industrial y, por tanto, algunas explicaciones podrían no ser generalizables al sector servicios en su globalidad. Por ello, las características sectoriales deben ser tenidas en cuenta en el análisis de los modos de entrada de las empresas de servicios, ya que es posible encontrar patrones de comportamiento muy diferentes no sólo con respecto a las empresas industriales sino también entre las propias empresas de servicios. En este trabajo se proponen la inseparabilidad de los servicios y el grado de adaptación a las necesidades del cliente como dimensiones cla…

ECONOMICSORGANIZATIONAL BEHAVIOR AND HUMAN RESOURCE MANAGEMENTBUSINESS AND INTERNATIONAL MANAGEMENTcaracterísticas de los servicios internacionalización modos de entrada control service characteristics internationalization entry modes control degreeservice characteristicsBUSINESS ADMINISTRATION AND BUSINESS ECONOMICSM16UNESCO::CIENCIAS ECONÓMICAS::Organización y dirección de empresascontrol degreeentry modesinternacionalizaciónCaracterísticas de los servicios; Internacionalización; Modos de entrada; Controlmodos de entradajel:M16características de los serviciosinternationalization:CIENCIAS ECONÓMICAS::Organización y dirección de empresas [UNESCO]controlACCOUNTINGINDUSTRIAL RELATIONS AND LABORMARKETINGSTRATEGY AND MANAGEMENT
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Rôle des institutions de microfinance dans le financement de l’entrepreneuriat féminin

2020

Microfinance Institutions (MFIs) are responsible for lending money to people who do not have sufficient collateral to access the formal banking system. These organizations participate in the development of entrepreneurship by funding women's projects. Several actors, who intervene around this contractual relationship between MFIs and women, may follow different objectives and interests, which can be a source of inefficiency. This contribution examines the determinants of the credit supply of MFIs intended for female entrepreneurship in the 8 countries of the West African Economic and Monetary Union (UEMOA). Our results show that if the volume of subsidies, equity and indebtedness of MFIs ha…

Entrepreneuriat fémininMicrofinance institutionsCrédits fémininsWomen's creditsMicrofinanceInstitutions de microfinanceFemale entrepreneurship[SHS.GESTION]Humanities and Social Sciences/Business administrationJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M2 - Business Economics/M.M2.M21 - Business EconomicsConflicts of interestUEMOA[SHS.GESTION] Humanities and Social Sciences/Business administrationComputingMilieux_MISCELLANEOUSConflits d’intérêt
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Transmedia Experience and Narrative Transportation

2016

The aim of this research is to better understand the impact of transmedia storytelling on consumers' experiences in the cultural field (e.g., at a museum or heritage site). Transmedia storytelling refers to the interaction among different forms of media leading to convergence (telling a single story across multiple platforms and forms, namely, using digital technologies). This article discusses whether this multidimensionality of platforms enables a greater appropriation of the story and improves consumers' experience with the cultural object and whether the transmedia experience can lead to a positive attitude toward transmedia platforms and the cultural object.

Intention attitudinale[SHS.INFO]Humanities and Social Sciences/Library and information sciencesExpérience de consommationConsumption experienceAppropriation[SHS.INFO] Humanities and Social Sciences/Library and information sciencesTransport narratif[SHS]Humanities and Social SciencesJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M3 - Marketing and AdvertisingTransmedia storytellingAttitudeImmersionTransmédia[SHS.GESTION]Humanities and Social Sciences/Business administrationNarrative transportation[SHS.GESTION] Humanities and Social Sciences/Business administrationComputingMilieux_MISCELLANEOUS
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The Strategic Scorecards - An instrumentation of the strategic management accounting : Exploration of a concept, instrumentation and results from a f…

2002

I describe in this study a generic model of strategic management accounting instrumentation: the strategic scorecards. In order to build this generic model, I review in the existing literature the concepts of Strategic Control and Strategic Management Accounting (SMA). I present the characteristics of these concepts and analyse the reasons why they emerged. I show how the strategic scorecards are an instrumentation of the SMA in studying the most widely known and esteemed scorecards: the Balanced Scorecards (Kaplan & Norton, 1996) and Skandia's Navigator (Edvinsson & Malone, 1997). I then clarify the outlines for a generic model of strategic scorecard and disclose an "a priori" typology of …

InterviewsBalanced ScorecardJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M4 - Accounting and Auditing/M.M4.M41 - AccountingQuestionnaire[SHS.GESTION]Humanities and Social Sciences/Business administrationStrategic ScorecardBalanced ScorecardStrategic Management AccountingQuestionnaireInterviewsStrategic Scorecard[ SHS.GESTION ] Humanities and Social Sciences/Business administrationStrategic Management Accounting[SHS.GESTION] Humanities and Social Sciences/Business administrationJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M4 - Accounting and Auditing/M.M4.M41 - Accounting
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Distribution : identifier les canaux ad hoc et développer le circuit de distribution

2011

JEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel EconomicsJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel EconomicsCanal de distribution[SHS.GESTION]Humanities and Social Sciences/Business administrationcommerce de détail[ SHS.GESTION ] Humanities and Social Sciences/Business administration[SHS.GESTION] Humanities and Social Sciences/Business administration
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