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Differently from previous works that focused on the entrepreneur and on his ability to manage social relationships, the purpose of this paper is to investigate the role of business relationships in the different stages of the life cycle of a start-up.

Since the paper aims to explore startups’ evolutionary phenomenon, it adopts a qualitative abductive methodology, presenting an in-depth study of two innovative Italian start-ups. The research is based on two steps. In the first one, the authors collected secondary data from start-ups’ reports and documents, financial indicators (when available) and processed them to understand their background. In the second one, the authors conducted ten semi-structured interviews, including face-to-face interviews, phone interviews and video conferences.

The paper presents a relationship-based life cycle model composed of four different stages, depending on the number and role of relationships developed. Indeed, since the beginning, start-ups adopt a relational approach and their evolution involves the shift from the focus on the entrepreneur to the centrality of a network approach based on interconnected relationships. The entering into a new stage of life cycle depends on relationships, mainly based on connected actors and resources shared and combined. Even if a key role is assumed by technology, the main resource is identified in the knowledge concerning the customer/user’s needs that require marketing competencies, human resources, relational capabilities. Thus, the shift from one stage to the next in the start-up’s life cycle is possible thanks to a parallel shift from a focus on the activities to a focus on those strategic and heterogeneous actors that ensure activities.

In a traditional perspective, the start-up’s life cycle depends on activities, financial resources and revenues, as stated by previous life cycle models. In a different perspective, as depicted in our analysis, the evolution of a start-up depends on the portfolio of their business relationships. The role of business relationships is hence to facilitate the interconnections within specialized key actors, which allow start-ups to access strategic resources. These resources are essential in order to develop the activities that characterize the specific stage of the life cycle.

The purpose of this paper is to propose an integrated approach to process integration, automation, and optimization through enhanced business process models.

The approach is based on a framework of process integration for functional applications, automation for business workflows, and additional functionalities for process optimization. The proposed approach is illustrated using enhanced process models over business integration, automation, and optimization with data elements, structures, and organizational elements. The standard sales order process cycle, quotation approval process, and production order cycle are chosen for illustrating process integration, automation, and optimization, respectively.

The proposed approach combines applications and workflows using integrated process/data models and forms a foundation for business process optimization. It is shown that the integrated approach can improve existing business processes in enterprise resource planning (ERP), beyond business process re‐engineering (BPR) principles, once enhanced business process models are implemented. This approach eliminates need for a hierarchical representation of business processes and highlights the flexibility and visibility of business process implementation in ERP system environment.

Although process integration, automation, and optimization are illustrated using selected business process examples, it requires generalization of these enhancements over entire business blueprint of ERP system. Thus, one key limitation of this research is that it is not generalized for the entire business blueprint of ERP. This also requires changes to data structures beyond current relational data in many ERP systems.

This research provides an integrated approach to business process modeling beyond traditional functional and workflow applications by eliminating hierarchical nature of process and data elements.

Theories of the business cycle can be classified into two main groups, exogenous and endogenous, according to the way they explain economic fluctuations – either as responses of the economy to factors that are external (exogenous shocks) or as upturns and downturns of the economic system internally generated (by endogenous factors). In endogenous theories, investment is generally a key variable to explain the dynamic status of the economy. This essay examines the role of investment in endogenous theories. Two contrasting views on how changes in investment and profitability push the economy towards expansion or contraction are represented by the insights of Kalecki, Keynes, Matthews and Minsky versus those of Marx and Mitchell. Hyman Minsky claimed that investment ‘calls the tune’ to indicate that investment is the only variable not determined by other variables, so that future profits, investment and the dynamic status of the economy are determined by current investment and investment in the near past. However, this hypothesis does not appear to be supported by available empirical data for 251 quarters of the US economy. Statistical evidence rather supports the hypothesis of causality in the direction of profits determining investment and, in this way, leading the economy towards boom or bust.

The aim of this study is to provide a holistic analysis of all possible maritime business logistics processes related to import and export shipments in a fuzzy environment through a case study of a maritime logistics company based on the as-is and to-be models within business process management (BPM).

The analyses considered the following perspectives: (i) in the stage of the process identification, the definition of the problem was carried out; (ii) in the stage of the process discovery, ocean department was divided into ocean export/import operation departments; ocean export/import operation were divided into freight collect/prepaid operation processes; ocean export/import logistics activity groups were broken down into sub-activities for freight collect/prepaid operation; the logistics activity groups and their sub-activities were defined; each sub-activity as either operation or documentation process group was classified; the durations of sub-activities were evaluated by decision-makers (DMs) as fuzzy sets (FSs); the monthly total jobs activities were estimated by DMs as FSs; the applied to monthly jobs activities of total shipments were estimated by DMs as FSs; the durations of each sub-activities were aggregated; the duration of the logistics activity groups and the sub-activities for per job were calculated; the cumulative workload of logistics activity groups and sub-activities were calculated; the duration of sub-activities for per job as operation or documentation departments were calculated, (iii) in the stage of the process analysis, cumulative ocean export/import workload as operation or documentation for freight collect/prepaid were calculated; duration of activity groups and sub-activities for per job as operation or documentation were calculated; cumulative workload activity groups and sub-activities as operation or documentation were calculated, (iv) in the stage of the process redesign, cumulative workload, process cycle time as operation and documentation group and required labor force were calculated; the process cycle time of the theoretical, the as-is model and the to-be model were calculated: (i) the theoretical minimum process cycle time without resource were calculated by the critical path method (CPM), (ii) the process cycle time of the as-is model perspective with the 1 person resource constraint and (iii) the process cycle time of the to-be model perspective with the 2-person resource constraint were calculated by the resource constrained project scheduling problem (RCPSP) method.

The methodology for analyzing the ocean department operation process was successfully implemented in a real-life case study. It is observed that the results of the to-be model can be applicable for the company. The BPM-proposed methodology is applicable for the maritime logistics industry in the present study; however, it can be applied to other companies in maritime logistics as well as other industries.

This study contributes to research using BPM methodology in maritime logistics. This is the first study the logistics process analyses were carried out in terms of including all operation processes for a company. All processes were analyzed by using BPM methodology in maritime logistics. This study demonstrated the application of the BPM as-is and to-be models to maritime logistics. The as-is and the to-be models of the BPM methodology were applied in maritime logistics.

This methodology applied in this study can enable organizations operating in the time-urgent maritime logistics sector to manage their logistics processes more efficiently, increase customer satisfaction, reduce the risks of customer loss due to poor operational performance and increase profits in the long term. Through the use of these methodologies utilizing FSs, the CPM and the RCPSP methods, this study is expected to make contributions to the BPM literature and provide original insights into the field. Furthermore, this study will undertake a comprehensive analysis of maritime logistics with respect to BPM to deliver noteworthy contributions to the maritime logistics literature and provide original perspectives into the field.

This paper seeks to establish the existence of an international business cycle during the postwar period through a variety of statistical techniques. It also isolates some of the features of this cycle: for example, the differing levels of synchronization between different countries and the changes in these levels over time. One conclusion is that future work on the international cycle must focus on the observed simultaneity between the U.S., Japan and Germany. Another surprising conclusion, given the theoretical consequences of increased integration, is that there is no evidence of a tendency towards greater synchronization over the period.

Standard measures of business cycle comovement, based on correlation coefficients, are very sensitive to the phase of the business cycle, as well as to regional crises. Adjusting for these factors overturns the empirical result that Asia-Pacific economies are becoming decoupled from the United States over time. An alternative, intuitive, measure of business cycle comovement is proposed, based on the difference between output growth rates adjusted for its long-run average. The new measure suggests that Asia-Pacific economies are becoming more strongly coupled with the United States over time.

The purpose of this research note is to investigate the implications of supply chain management of e‐business for the macroeconomic phenomenon of business cycles.

The paper provides a list of propositions, which form the broad basis of an empirical research agenda, to explore and investigate the mechanisms through which supply chain innovations can influence business cycle.

Economic research literature has pointed out that there are linkages between inventory investment and business cycle fluctuation. Given that the e‐business supply chain management drastically alters inventory investment across a range of industries, it is likely to affect the behaviour of economic fluctuation.

This research has the potential to contribute to a better‐informed formulation of economic policies at national and global level.

This chapter considers financial instability as a phenomenon endogenous to the functioning of capitalism. Consequently, it seeks to identify the main sources and different forms of the latter in financialised capitalism. According to Keynes, capital assets prices are conceived as the expression of financial conventions. It is, therefore, important to distinguish between the returns expected by company directors, bankers, holders of equity titles, risk-takers and, in contrast, risk-averse holders of debt securities. Minsky enriches the analysis by attributing a decisive role to the leverage effect, at the origin of an accumulation of financial weaknesses in the balance sheets of non-financial agents during the expansion phases preceding financial crises. Regulation theory leads to the introduction of a distinction between the financial accelerator and the leverage effect. The first establishes a procyclical relationship at the macroeconomic level between the price of capital assets and the debt ratio of non-financial agents; the second acts at the microeconomic level through shareholder corporate governance, which determines the institutional conditions inciting firm directors to integrate shareholder expectations into their return forecasts. The empirical analysis identifies three forms of financial instability in financialised capitalism: the long-term financial cycle governed by the debt ratio of non-financial agents; the business cycle governed by the impact of stock prices on investment; and the short-term or even very short-term expected return revisions of financial actors. Its originality is to show that these three forms of instability acquire different characteristics depending on the national economy considered.

The purpose of this paper is to explain how the process of change is determined by the product lifecycle and the product lifecycle's relation to the organization structure.

This paper is based on years of experience helping business organizations adapt to change by installing computer systems and consulting with senior management in this process.

Business organizations are highly variable in their structure, it is the environment that determines the organization structure. Where businesses are in a stable environment business organizations are capital intensive. Where the environment is highly volatile capital investment is limited and small flexible organizations prevail. In addition, there is a biological theory that totally parallels this theory.

Those who fail to understand the concepts are inclined to make massive mistakes in capital investment. This is often the reason why small startup companies are able to beat out larger established competitors in highly volatile environments.