<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Akeem Tunde Nafiu</style></author><author><style face="normal" font="default" size="100%">Danlami Joseph Aduku</style></author><author><style face="normal" font="default" size="100%">Napoleon Ukwubile Abah</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">INNOVATIVENESS AND COMPETITIVE ADVANTAGE OF SMALL AND MEDIUM-SIZE ENTERPRISES IN KOGI STATE, NIGERIA</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">competitive advantage</style></keyword><keyword><style  face="normal" font="default" size="100%">innovative activity</style></keyword><keyword><style  face="normal" font="default" size="100%">new customer relationships</style></keyword><keyword><style  face="normal" font="default" size="100%">value capture innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">value proposition innovation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2022</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2022</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2022/450-1672757295.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">17</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This study focused on link innovativeness and Competitive Advantage (CA) of Small and Medium-size Enterprise (SMEs). The study examined the effect of Value Capture Innovation (VCI) on the CA, as well as the effect of VPI on the CA of SMEs in Kogi State. The survey research design was adopted. 255 SMEs were surveyed, but 219 owners/managers eventually became active participants. Multi-stage random sampling technique was adopted. The reliability results showed VCI (α=0.917); and VPI (α=0.776). Multiple Regression analysis was used for testing hypotheses. Descriptive statistics aggregated and characterized the data in a straightforward and clear manner. Finding showed that VCI has significant effect on the CA of SMEs in Kogi State, and that (Value Proposition Innovation (VPI) has significant effect on CA of SMEs. The study concluded that SMEs need to possess innovation capabilities so as to enhance reasonable position in the competitive business environment. The study recommended that SME owners should increase their commitment to VCI so as to achieve sustainable CA for their enterprises, and that SME owners should invest in VPI to create effective medium route towards the achievement of sustainable CA of their enterprises.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">63-77</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Joanna Radomska</style></author><author><style face="normal" font="default" size="100%">Letycja Sołoducho-Pelc</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">BUSINESS STRATEGY IN INNOVATIVE AND NON-INNOVATIVE COMPANIES OF VARIOUS SIZES</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">business strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">company size</style></keyword><keyword><style  face="normal" font="default" size="100%">competitive advantage</style></keyword><keyword><style  face="normal" font="default" size="100%">innovative companies</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1515926406.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">10</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The influence of innovation upon the competitive advantage of companies seems to be an actual issue worth examining. That’s why it is interesting to investigate the various aspects of the strategies pursued by companies classified as innovative or non-innovative. The aim of the research was to check whether the differences between enterprises can be traced back to their sizes or should rather be derived from their unique characteristics. In order to test the hypotheses, the correlations (established on the basis of the Kendall's tau-b correlation coefficient) between specified research areas and the size of the company were calculated for the two groups of companies (innovative and non-innovative). The study was conducted using the PAPI technique and the 5-point Likert scale. The research sample included two groups of companies – innovative (88 companies) and non-innovative (34 enterprises). The respondents in the survey included company managing staff. Presenting the findings of the research, it can be pointed out that in a group of innovative companies no distinctness regarding the primary objectives of strategy could be demonstrated. Only the correlations between the size and risk of the business and the implementation of global expansion strategy can be considered. Companies that are not oriented to innovation, however, significantly differ only regarding to strategy formalisation, which increases with the organisation’s growth. The main research findings proved that there is a lack of noticeable differences in the strategies of innovative and non-innovative companies analysed in terms of their size.</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Original Article</style></work-type><section><style face="normal" font="default" size="100%">100–109</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Felicia  Adriana  Lupu</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PROCEDURAL PARALLEL AND APPROACHES BETWEEN DECISIONS AND TRADE NEGOTIATIONS</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">competitive advantage</style></keyword><keyword><style  face="normal" font="default" size="100%">decisional process</style></keyword><keyword><style  face="normal" font="default" size="100%">procedural approach</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">July/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1397905146.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">7</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In a conscious or less conscious way, in each moment of its existence, the organization negotiates. Any negotiation assumes the fact that the negotiator has to approach at least one decisional situation and has to make at least one decision.
 Making decisions when negotiating, negotiators manifests their reasoning, proving the fact that they can approach decisional situations. Approaching the negotiation process by a string of decisional sequences, the entire theory regarding decision making may underline the process of negotiation, providing efficiency to the resources allocated within the process of negotiation and underlining the most equitable way and the most advantageous to follow for the team of negotiators. 
 On the basis of these ideas further questions can be put. Could any similarity be identified when comparing the decisional process to the result of a commercial negotiation? Do the negotiation’s objectives determine the characteristics and particularities of the decisions to be made by each of the parts during the negotiation process?
 Taking into account both the literature regarding the subject and the practical experience of the author in SMES’s (Small and medium sized enterprise) management, using the analogy and deduction methods, this paper aims to identify procedural similarities between decisions and negotiations, reconsidering the role of the processes that have a managerial character. 
 Tracing such approaches may have multiple and major implications and is meant to underline the importance of the decisional process when it comes to negotiating.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">24-32</style></section></record></records></xml>