Management audit [of] Department of Central Management Services' Business Enterprise Program and Illinois Department of Transportation's Disadvantaged Business Enterprise Program /

Audit was conducted pursuant to Senate Resolution no. 102 (adopted April 21, 2005).

Annual report /

Title from cover.

How small business advisory program delivery methods (collective learning, tailored, and practice-based approaches) affect learning and innovation

Past studies relate small business advisory program effectiveness to advisory characteristics such as advisory intensity and scope. We contribute to existing literature by seeking to identify the impact of different advisory program methods of delivery on learning and subsequent firm innovation behavior. Our research is based on a survey of 257 Australian firms completing small business advisory programs in the three years preceding the research. We explore the range of small business advisory program delivery methods in which our surveyed firms participated and, with reference to the literature on organizational learning and innovation, we analyze predictors of firms' learning ability and innovativeness based on the identified delivery methods. First, we found that business advisory programs that involved high levels of collective learning and tailored approaches enhanced firms' perceptions of their learning of critical skills or capabilities. We also found that small business advisory programs that were delivered by using practice-based approaches enhanced firms' subsequent organizational innovation. We verified this finding by testing whether firms that have participated in small business advisory services subsequently demonstrate improved behavior in terms of organizational innovativeness, when compared with matched firms that have not participated in an advisory program.

Revisiting the emergence of the modern business enterprise: entrepreneurship and the Singer global distribution system

This paper approaches the question of why entrepreneurial firms exist from a broad business historical perspective. It observes that the original development of the modern business enterprise was very strongly associated with entrepreneurial innovation rather than an extension of managerial routine. The widely-used theory of the entrepreneur as a specialist in judgmental decision making is applied to the particular point in time when entrepreneurs had to develop novel organizational designs in what Chandler described as the prelude to the ‘managerial revolution’. The paper illustrates how the theory of entrepreneurship then best explains the rise of the modern corporation by focusing on the case study of vertical integration par excellence, Singer.

Inaugural Conference of The Mosakowski Institute for Public Enterprise- Program

Program for University Research and the American Agenda: Discovering Knowledge, Enabling Leadership. The Inaugural Conference of the Mosakowski Institute for Public Enterprise.

Event monitoring in a small and business enterprise

This paper presents an overview of the role and responsibilities of the system administrator, focusing on the need to monitor its technological infrastructure. The informatics infrastructure monitoring is, nowadays without a doubt, one of the main key points in business support. Large enterprises are no longer the only ones to feel the need to use these monitoring tools, but small and medium-sized enterprises, which also have IT environments of an increasing complexity, feel such a need. This results directly from the operation of how the business is supported on IT platforms as support for people and processes. When a system, which is vital to the organization, fails either at the hardware or software level, compromises the operating capacity and consequently the business continuity. Having this always in mind, it is extremely important to adopt monitoring systems that proactively or reactively, reduce the overall time of breaks caused by failures. A monitoring system is the way to ensure confidence in all components and the operational readiness of IT infrastructure.

Egg farming; a practical reliable manual upon producing eggs and poultry for market as a profitable business enterprise.

"Reprinted with corrections Oct. 1938."

Egg farming; a practical reliable manual upon producing eggs and poultry for market as a profitable business enterprise,

"Reprinted with corrections April, 1942."

Public regulation of competitive practices in business enterprise /

Includes indexes.

Disadvantaged business enterprise/women business enterprise contractors' manual /

Prepared for Illinois Dept. of Transportation, Bureau of Small Business Enterprises in cooperation with Illinois Dept. of Transportation Employees ... [et al.]

Annual report /

Title from cover.

FM as a Business Enabler

As a functioning performing arts centre, commercial enterprise, tourist attraction and major national asset, Sydney Opera House must continue to demonstrate the optimal use and effectiveness of its facilities management (FM) to provide value for its stakeholders. To better achieve this, the Cooperative Research Centre for Construction Innovation focussed on the following three themes for investigation in the FM Exemplar Project — Sydney Opera House: digital modelling — developing a building information model capable of integrating information from disparate software systems and hard copy, and combining this with a spatial 3D computeraided design (CAD)/geographic information system (GIS) platform. This model offers a visual representation of the building and its component elements in 3D, and provides comprehensive information on each element. The model can work collaboratively through an open data exchange standard (common to all compliant software) in order to mine the data required to further FM objectives (such as maintenance) more efficiently and effectively. services procurement — developing a multi-criteria performance-based procurement framework aligned with organisational objectives for FM service delivery performance benchmarking — developing an FM benchmarking framework that enables facilities/ organisations to develop key performance indicators (KPIs) to identify better practice and improvement strategies. These three research stream outcomes were then aligned within the broader context of Sydney Opera House’s Total Asset Management (TAM) Plan and Strategic Asset Maintenance (SAM) Plan in arriving at a business framework aligned with, and in support of, organisational objectives. The Sydney Opera House is managed by the Sydney Opera House Trust on behalf of the Government of the State of New South Wales. Within the framework of the TAM Plan prepared in accordance with NSW Treasury Guidelines, the assimilation of these three themes provides an integrated FM solution capable of supporting Sydney Opera House’s business objectives and functional requirements. FM as a business enabler showcases innovative methods in improving FM performance, a better alignment of service and performance objectives and provides a better-practice model to support the business enterprise.