LONG-TERM INVESTMENT IN OTHER BUSINESS ORGANIZATIONS

In the presence global economic system the business world is everything else but not both peaceful and predictive. Therefore, every business organization needs attracted capital not only to be able to survive but and for its development. The clearness about as the moment situation, as well as future plans are received on the basis of accountancy. As frightening as it sounds, the accountancy is actually is a systematic method for recording, reporting and analyzing of every financial transaction, which is directly connected with the business. Hence, the purpose of this article is to be made synopsis of the manner of business combinations’ accounting over long-term investments realizing in other business organizations. The idea is to justify the optimal way for their accounting according to the Bulgarian legislation

Guide to the Byard Collection

This collection is comprised of legal documents, wine labels and bottles, and other business materials from Don Byard’s time as owner and co-owner of Eola Hills Vineyard and Hidden Springs Winery

Transforming Internal Activities of Business Process Models to Services Compositions

As a service composition language, BPEL imposes as constraint that a business process model should consist only of activities for interacting with other business processes. BPEL provides limited support for implementing internal activities, i.e. activities that are performed by a single business process without involvement of other business processes. BPEL is hence not suitable to implement internal activities that include complex data manipulation. There are a number of options to make BPEL able to implement such internal activities. In this paper we analyse those options based on their feasibility, efficiency, reusability, portability and merging. The analysis indicates that delegating internal activities’ functionality to other services is the best option. We therefore present an approach for transforming internal activities to service invocations. The application of this approach on a business process model results in a service composition model that consists only of activities for interaction

Competitiveness of the New European Union Member States in International Trade in Knowledge-intensive Business Services

The paper uses the WTO database. The analyzed period covers the years 2000–2013, because data on particular categories of ‘Other business services’ have been available only since 2000. The analysis refers to the 12 countries that joined the EU in 2004 and 2007

Competing through business models

In this article a business model is defined as the firm choices on policies, assets and governance structure of those policies and assets, together with their consequences, be them flexible or rigid. We also provide a way to represent such business models to highlight the dynamic loops and to facilitate understanding interaction with other business models. Furthermore, we develop some tests to evaluate the goodness of a business model both in isolation as well as in interaction with other business models of different organizations, be those competitors, complements, suppliers, partners, etc.Business model; Interaction; Competitive Strategy; Competitive Dynamics;

Sports Arbitration. Which Features Can Be "Exported" to Other Fields of Arbitration?

This article explaind why resort to arbitration is so widespread in the sport sector and describes the peculiar features of sports arbitration. Then, it analyses those peculiar features, as well as the benefits thereof, and suggests which of them could be also applied in the arbitral settlement of disputes in other business sectors

Insights from Industry Leaders: A Maturity Model for Strengthening Communication Measurement and Evaluation

Much scholarship has been devoted to identifying barriers that prevent the advancement of communication measurement and evaluation. This research focuses on the characteristics, objectives, and practices of chief communication officers (CCOs) with successful measurement and evaluation programs. Three key dimensions of practice emerged from in-depth interviews: communication executives’ measurement practices and evaluation programs were used to adjust communication strategies; were aligned with other business units; and were integrated with business priority plans. Interviewees also focused on the ability of communication measurement practices and evaluation programs to provide insights for executives, to align communication with the work of other business units, and to connect the organization with the outside environment and stakeholders. This study extends strategic communication scholarship by discussing how overcoming barriers and advancing measurement and evaluation work relates to roles adopted by organizational leaders. This article also offers a preliminary, scalable maturity model that aids in the development, formalization, and optimization of strategic communication measurement and evaluation. This study demonstrates the capacity for communication evaluation to overcome perceived barriers, realize appropriate stature with organizations, and grow communication functions accordingly