ISSUE: BUSINESS INTELLIGENCE RESEARCH BUSINESS INTELLIGENCE AND ANALYTICS: FROM BIG DATA TO BIG IMPACT Hsinchun Chen Eller College of Management, University of Arizona, Tucson, AZ 85721 U.S.A. {hchen@eller.arizona.edu} Roger H. L. Chiang Carl H. Lindner College of Business, University of Cincinnati, Cincinnati, OH 45221-0211 U.S.A. {chianghl@ucmail.uc.edu} Veda C. Storey J. Mack Robinson College of Business, Georgia State University, Atlanta, GA 30302-4015 U.S.A. {vstorey@gsu.edu} Business intelligence
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Critics of negative screening charge that merely excluding companies for their socially repugnant practices has no net impact, because there is always someone out there that willing to buy their shares instead. They assert that screening offensive companies may make the investor feel better about where they are putting their money, but they are not helping encourage social change and environmental improvement. But negative screening still has an appropriate place in the quiver of tactics used by
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SAP NetWeaver ® ™ FOR DUMmIES ‰ by Dan Woods and Jeff Word SAP NetWeaver ® ™ FOR DUMmIES ‰ by Dan Woods and Jeff Word SAP® NetWeaver™ For Dummies® Published by Wiley Publishing, Inc. 111 River Street Hoboken, NJ 07030-5774 Copyright © 2004 by Wiley Publishing, Inc., Indianapolis, Indiana Published by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval
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Harvard Business School 9-800-288 Rev. June 8, 2001 Seven Rules for New Leaders This note provides an overview of some of the concepts developed in Dan Ciampa and Michael Watkins’, Right From the Start: Taking Charge in a New Leadership Role (HBS Press, 1999) Every year thousands of managers—more than 600,000 annually in the Fortune 500 alone— transition into new jobs.1 By the time he or she reaches the top, the typical CEO of a Fortune 100 company has made seven major transitions—moves between
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A study on the franchising opportunities and the barriers to it in Pakistan A Proposal Submitted by: Faizan mujtaba malik TP027822 BA (hons).International Business Management In Partial fulfilment of requirements of the programme Bachelors of Arts in International Business Management Asia Pacific University of Technology and Innovation 06-11-2013 Abstract Recently countries over the world have been in a very fast economic development race with the most modern and appropriate
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Insurance Industry – Road Ahead Path for sustainable growth momentum and increasing profitability kpmg.com/in Foreword The Insurance industry in India has undergone transformational changes over the last 12 years. Liberalization has led to the entry of the largest insurance companies in the world, who have taken a strategic view on India being one of the top priority emerging markets. The industry has witnessed phases of rapid growth along with spans of growth moderation, intensifying competition
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EPG SHRM Foundation’s Effective Practice Guidelines Series Building a High-Performance Culture: A Fresh Look at Performance Management By Elaine D. Pulakos, Rose A. Mueller-Hanson, Ryan S. O’Leary, and Michael M. Meyrowitz Sponsored by Halogen Building a High-Performance Culture: A Fresh Look at Performance Management This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged
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INDIVIDUAL PREFERENCES TOWARDS KNOWLEDGE CREATION AND KNOWLEDGE SHARING: FIRST EMPIRICAL RESULTS FROM KNOWLEDGE-INTENSIVE COMPANIES Author: Tatiana Andreeva Graduate School of Management, St.Petersburg State University, St.Petersburg, Russia Abstract: Both knowledge-creation and knowledge-sharing are viewed as very significant for competitiveness of an organization in modern knowledge economy. Contemporary literature usually treats these two processes as either independent or positively
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Report 2014 SMART CITY EXPO WORLD CONGRESS 1 SCEWC 2014 5 2 Exhibition Global Partners Supporting Institutions Hosted by Organized by 3 Smart City Plaza Call for Solutions Partners’ Solutions Report 2014 10 12 16 18 18 20 22 24 4 Smart Activities Brokerage Event 1st Smart Cities Investment Forum Job Marketplace Smart City Open Innovation Marketplace SynergyS Internet of Things Big Bang
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EXECUTIVE SUMMARY Jollibee Foods Corporation (JFC) is the parent company of Jollibee, a fast-food restaurant chain based in the Philippines. Among JFC's popular brands are Jollibee, Chowking, Greenwich, Red Ribbon, Manong Pepe's and its recently acquired local fast-food Mang Inasal. Since its inception, Jollibee has become an increasingly profitable fast-food chain with 1,921 (Jollibee 702, Chowking 406, Greenwich 221, Red Ribbon 215, Delifrance 23, Mang Inasal, Manong Pepe 15) store branches
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