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Assignment of receivables as an institution of current civil law is rooted in ancient legal systems. The abovementioned institution was introduced to the Polish legal system under the Code of Obligations of 27 October 1933. This solution occurs in various specific forms serving various legal and economic goals, beginning with the satisfaction of claims of individuals, to securing a claim, to improvement of financial liquidity of the assignor. Thanks to the constant development of the above legal institution it functions in numerous legal systems and constitutes a real support in securing business transactions and making them more efficient.

This paper presents a method to examine the communication system within a business enterprise in order to determine whether or not a drop in efficiency and productivity in a business enterprise is due to deficiencies in its communication system. Serious problems can exist in communication, especially in relation to superior-subordinate communication when employees are required to communicate with an alternate other than the owner or the designated superior. In addition, employees may have problems in their perceptions of the value given to their views by the owner of the enterprise or management and the advance notice and consultation by the owner of the enterprise or management on actions affecting the employees themselves. It is recommended that the owner of the enterprise or management revise some of its communication plans, develop and implement a special training program for business managers dealing with employees in an alternate capacity and to develop plans for effective response to employee suggestions. Finally, it is also suggested that the owner of the enterprise or management at least consult with employees on future plans that will have an important impact on their workplace and career environment. It is hoped that the recommendations will help any business enterprise to grow with its people.

This volume analyzes the rising inclusion of new and emerging technologies in business. It measures the effectiveness and challenges of these tools in various aspects of strategy and decision making within small and big businesses. Businesses in the competitive market must be agile and innovative to drive growth, and the inclusion of technology and reliance on data science for decision making is fraught with its own set of challenges. Through various case studies and analysis of trends, the book explores diverse dimensions of decision science from a micro as well as macro perspective. It examines the function, management, and implementation of new technologies, like big data and AI in business operations and infrastructure, highlighting their practical applications as well as the barriers to their adoption. This book will be useful to scholars and researchers of management studies, business management, financial management, business economics, international business, finance and marketing, development studies, and economics. It will also interest policymakers and practitioners in the field.

This article deals with the question how to ensure that for new or existing business activities in China, all legal aspects relating to technology commercialization and knowledge transfer are taken into consideration. For a valid IP strategy, an international company needs not only to analyze its own IP position, but has also to look on the current Chinese patent legislation, i.e. the way how Chinese companies act in this field and the specific regulations on technology transfer from and into China.

Operations management designs, controls, and oversees the production of a company's goods/services and makes sure this process is both efficient and effective for the consumer. It should be a part of board room discussions and integral in a company's business model and strategic management. After much research and think tank consulting, authors Martin Christopher and Alan Braithwaite believe that business strategies hardly recognize operations management. They maintain that operations need to be seen as more strategic and have highlighted the core fundamentals that business leaders need to be guided by in Business Operations Models. Illustrated by emotive visualization and international case studies, this book offers new thinking in logistics, supply chain management, and operations management.

Background: In today's competitive world, organizations constantly seek innovative ways to improve operational efficiency and maintain a competitive advantage. Introducing big data and advanced analytics techniques has created new opportunities for optimizing corporate processes. Objective: The article aims to investigate the potential of predictive analytics in improving business operations efficiency, emphasizing cost savings, process optimization, and better decision-making. Methods: We used a mixed-methods research design, integrating quantitative analysis of operational data from 30 organizations in several industries with qualitative interviews with industry experts. Predictive analytics models, such as regression analysis, time series forecasting, and machine learning algorithms, were created and applied to past data to discover patterns, forecast future trends, and make operational recommendations. Results: Using predictive analytics significantly increased operational efficiency in the participating organizations. On average, operating costs were reduced by 20%, process efficiency increased by 15%, and decision-making speed and accuracy improved significantly. Furthermore, the study highlighted critical elements that contribute to the successful use of predictive analytics in corporate operations. Conclusion: Predictive analytics is a powerful tool for firms looking to improve operational efficiency. Companies may use historical data and advanced analytics to not only predict future patterns but also make educated decisions that significantly increase efficiency and competitiveness. According to the findings, organizations that want to prosper in the digital era should prioritize predictive analytics integration.

Macro-level dynamics and modelling are well represented in the mainstream political risk literature. However, not many writings on the subject get their hands dirty in terms of revealing the hard, nuanced and practical work behind knowing what the issues might be for a specific foreign operation in a sensitive or volatile context, and how to plan for them. Political Risk Intelligence for Business Operations in Complex Environments provides international managers, and by extension their organisations, with a foundational understanding of political risk analysis and planning for on-the-ground operations in challenging times and places. This means having a fluid grasp of what political risk means and why it matters in the organisation's context, and how relevant intelligence can be gathered and analysed to inform decisions and planning towards an operation's socio-political resilience. The book explains: How and why political risk manifests and the forms it can take Company attitudes and operational attributes as a political risk variable Understanding the operational implications of socio-political dynamics and trends Stakeholder identification and analysis for informed engagement planning Scenario analysis to prepare for long-term contingencies and discontinuities Holistic, intelligence-driven political risk management planning Tactical intelligence exercises to maintain awareness and inform adaptation Intelligence management, collection and quality control Ethical considerations in political risk management Rather than being bound by conventional notions of risk, the book emphasises the dynamic relationship between a foreign operation and its host environment and milieu as a source of both challenges and opportunities to manage them. Concepts, frameworks and practices are rounded out with real-world examples and relevant lessons from the author's experience as a political risk consultant.

In 1991, the United States Department of Defense established the Defense Business Operations Fund (DBOF). The DBOF includes support activities with a business volume well in excess of $80 billion annually, and it provides activities and services that are essential to the operation of the military forces. The necessity to reduce the defense budget and to find innovative ways of producing more defense than would be possible under prior operating and management arrangements caused the Department of Defense (DoD) to look to alternative economic and business models.The changes made are dramatic. The implementation has not gone as smoothly as some observers expected, and Congress and former Secretary of Defense Aspin each considered reversing the innovation.This article addresses the problems and the promised improvements in the context of the economic and management concepts undergirding the DBOF, concepts that are dramatically different than those previously applied in the DoD

"This book investigates how the COVID-19 pandemic has changed many of the rules of the game with regard to issues such as global supply chain management, the continued use of virtual offices, emerging economic and financial models, and international expansion plans, among others"--