Proceedings of London International Conferences

Strategies of transnational companies in the technological sector

Olga Nosova — 2025-07-06

Purpose. This study examines transnational corporations in the technological sector. Transnational companies minimize costs by transferring R&D results to affiliates and maximize profits.

Design. This study lists the benefits and drawbacks of the fundamental business methods used by multinational corporations. Analysis was based on R&D data, the cutting-edge technology application, and the dissemination of new management organizational forms. A model for developing a strategy for transnational companies to promote innovative products was considered.

Findings. The ability of transnational corporations to use a flexible mechanism of investment activity and organizational methods analyzed in global economic change. Artificial intelligence, digital technology, and digital platforms were also identified. The key factors for achieving technological leadership in transnational corporations through global production systems are grounded.

Originality. The proposed decision-making model illustrates the author’s approach to monitoring and assessing the effectiveness of the TNCs' selected innovation strategies. A transnational business strategy combines elements and features of innovation strategies. The use of innovative strategies stimulates technological development and increases competitiveness.

Future-proof entrepreneurship in SMEs: The OK!-Method

Jan Jansen — 2025-07-06

The OK!-method is based on a sound base of management/business administration theories, like Systems Theory and Business Administration method (In 't Veld, Slatius, & In 't Veld, 2023) (Veeke, Ottjes, & Lodewijks, 2008) (Simons, 2014), Multiple value model (Gleeson-White, 2014), Systems Thinking (Meadows, Meadows, Randers, & Behrens, 1972), Dialogue & Communication (Scharmer, 2009) (Scharmer, 2018) and Kepner and Tregoe Method (1981). These bases of the OK!-Method are further developed by an input-throughput-output model of the international <IR> framework of the International Integrated Reporting Council (IIRC, 2022). Besides the input-throughput-output structure, the IIRC model is linked to the external environment (including the creation, preservation, and erosion of value in time), as well as (new) business models in the context of purpose, mission and vision of the company. The outcomes can be positive and negative in time (including long-term orientation) regarding finance, social and environment (so, in fact, the well-known triple Ps in sustainability: People, Planet and Profit). New business models (Jonker, 2015) introduces business models that are not always based on ownership (but on usage) and profit maximisation. So, the orientation of new business models is more circular and sustainable ( within the Rhineland business framework (Van Aken, Riepma, & Westerdijk, 2019).

The base of management/business administration follows the mainstream literature (Bateman & Snell, 2004), and topics like External environment analyses instruments for stakeholders analyses and social factors developments, and Internal organisational analyses instruments for Strategy, Organisational culture, Leadership, Structuring, Processes, Staff, Company assets, Governance and Finance. Another essential layer in the OK!-Method is the Kepner-Tregoe method (1981). The method is based on four processes: Situation appraisal, Problem analysis, Decision analysis and Potential problem analysis.

What are the reasons for a company to draw attention to circularity and sustainability besides the traditional goal of generating profit? In the business environment (Van Aken, Riepma, & Westerdijk, 2019), there is a shift from the Anglo-Saxon business model (based on maximising shareholder value and profit maximisation) to the Rhineland business model (based on long-term stakeholder value). This is not only observed in annual reports of large companies (with a quotation at the stock exchanges) but also for Small and Medium-sized enterprises (SMEs). In the DOSIT method (Berendsen, Van Liere, Venselaar, Ansems, & Appelman, 2006) there are three main reasons SMEs are focusing on sustainable/circular approaches: Requirements from their clients (the market), (expected future) legislation from the government (national or international), and internal motives of the entrepreneur (often based on stewardship-related philosophies). In a recent contribution to this topic (Schoenmaker & Schramade, 2023) the long-term value of an enterprise is the integrated value (IV), and it consists of three components: Financial Value (FV), Social Value (SV) and Environmental Value (EV). Or in an equation: IV=FV+SV+EV.

The OK!-Method uses seven sequential stages to contribute to a future-proof and sustainable organisation: Sensing, Assessing, Root cause analysis, Structured decision research, Setting up implementations, Implementation, and Evaluation.

Unlocking the power of Artificial Intelligence to develop people’s empathetic skills

Christina Schabasser — 2025-07-10

Empathy shapes our interactions and is an important foundation for our relationships, be they private or professional. The fact that there are people who lack empathy raises the question of whether empathy can be learned. This research focuses on exploring how AI-based empathy training can help promote human empathy. It employs three methodological approaches: (1) an expert interview with a specialist in empathy, (2) expert questionnaires, and (3) scenario-based questionnaires answered by both humans and ChatGPT, with results compared using the IRI assessment. This study concludes that AI-supported training, provided it meets certain requirements, must be fundamentally human-centered. Successful AI-supported empathy training enables realistic yet harm-free emotional experiences and incorporates diversity considerations directly into algorithm design. Both ethical and psychological prerequisites such as trust, emotional security, and cultural sensitivity as well as design requirements for AI interaction, need to be met. While AI-supported training can never replace human interaction, it may complement it. Furthermore, ChatGPT already demonstrates empathetic responses to the scenario-based questionnaires without being explicitly prompted to do so.

The Effect of Strategy Innovation, and Market Orientation toward Competitive Advantage in Home industry of Madurese Traditional Weapon (Keris), Sumenep, Indonesia

Budyi Suswanto — 2025-08-20

A part of Indonesian Micro, Small and Medium Enterprises (MSMEs) encounter in decreasing of listening consumer needs, departmental collaboration and technology utilization. On the other side, the consumer orientation, competitor’s orientation, and departmental coordination have decreased very dramatically. Finally, the gap fluctuation of product price, certain product focus and variation of the product is widely. The aim of this research is to analysis the effect of strategy innovation, and market orientation toward competitive advantage in home industry of Madurese traditional weapon (Keris), Sumenep, Indonesia. The number of respondence is thirty five people. The research variables are the strategy innovation, the market orientation (as independent variables) and the competitive advantage (as dependent variable). The research method using the quantitative approach – Multiple regression. The data collection using questionnaire and interview. The research results reveal of the strategy innovation towards the competitive advantage is positive significantly, and the market orientation towards the competitive advantage is positive significantly. The biggest contribution of the strategy innovation related to the competitive advantage is 0.305 or 30.5 percent and the lowest contribution of the market orientation related to the competitive advantage is 0.159 or 15.9 percent

Impact of GST on Financial Management of Retail Pharmacy Business

Ramu Malini — 2025-08-24

Goods and Services Tax (GST) is levied on all goods and services in India, ranging from 0% to 28% at the point of final consumption is structured based on the internationally recognized Harmonized System of Nomenclature (HSN) code. The introduction of GST has significant impact on the retail sector, particularly the retail pharmacy business. While most retailers have adopted new technologies and operational strategies in the post-GST era, sound financial management important for sustained success. Financial management has emerged as a key determinant of their long-term success; it includes demand forecasting, strategic pricing, and efficient cash flow management. The present study aims to examine the impact of GST on the financial management practices of retail pharmacy businesses after its implementation. Primary data were collected from 169 pharmacy retailers through a structured questionnaire, utilizing a simple random sampling method. Analytical tools such as the Paired Sample t-test and Structural Equation Modeling (SEM) were employed to evaluate the substantial changes in financial management practices before and after GST implementation.

Digital transformation of logistics business processes in the agro-industrial complex: a strategic approach to sustainable development

Oksana Makovoz — 2025-08-26

This article proposes a structured theoretical and analytical approach to assessing digital transformation (DT) as a strategic program for implementing digital changes focused on BPM for business processes in the field of logistics. DT is viewed as the synergy of necessary sets of digital tools. It is proposed to divide the transformation into three management levels and apply two practical implementation tools: a set of concise indicators and a phased roadmap. The findings are threefold. First, the proposed three-layer evaluation model clarifies managerial responsibilities by distinguishing strategic governance (alignment with ISO 9001/22000/14001, UN SDGs, and explicit data-governance and cybersecurity policies), tactical capabilities (deployment of WMS/TMS, IoT telemetry, AI-based forecasting for planning and routing, blockchain mechanisms for trust, and Big-Data analytics for decision support), and operational execution (PDCA-driven routines, role clarity, and partner onboarding through open APIs). Second, the indicator suite operationalizes the model across five dimensions - readiness and governance, process performance, transparency and trust, sustainability, and inclusion and capability – capturing, among others, connectivity and interoperability, MAPE, OTIF, order-to-delivery lead time, inventory turns, traceability coverage, data-integrity incidents, waste reduction, SME participation, training intensity, and digital literacy. Third, the roadmap sequences investments from foundations through core digitization and transparency at scale to full sustainability integration, thereby avoiding fragmented, technology-only rollouts. Overall, the framework translates generic managerial levers into actionable capabilities and KPIs that raise reliability, reduce losses and costs, strengthen transparency, and embed sustainability goals. It is sector-agnostic in illustration yet directly applicable to complex, multi-actor logistics networks, and it sets up empirical validation through case studies and surveys.