Entrepreneurship & Organization Management

Policy implementation office, whose primary goal is to keep track of the authority information of the current privately owned businesses in its country and their related business activities in order to turn the information into various services that are available to the business sectors, professional services, and a few other Public Administration offices. In order to accomplish this, they maintain a data store that is accessible to the general public or through web services and contains information about overviews, financial records, and documents. They maintained that the data set should be accepted with a confirmation containing the authority records of the relative number of organizations in its country due to its significance. A comprehensive and cutting-edge representation of each organization's actual situation is provided by this data set, which is used to create monetary and business improvement marks.

To achieve the country economic development and growth, entrepreneurship takes a central role in creating and extracting value. Entrepreneurs mostly contribute on the road to a balanced economic development through the superlative use of obtainable properties as they generate innovative dealings and occupational locations for individuals and ease in cumulative competition over the practice of IT skills, the outcome of which is efficiency, Instinctively, large systematic developments in the industrial segment generate a ration of chances for advanced businesspersons, while other entrepreneurs progressively familiarize to the measured step of scientific growth in the facilities subdivision the development of the state-run and the development of its economy. Economic evolution over entrepreneurship stem from the conversion of exclusive possessions such as, land, employment and money, into nationwide revenue and properties and facilities, representing wealth. The net national product and per capita there via increases, evidencing the dependence of economic development on entrepreneurship. Even with a considerable number of funds, a nation state may still discovery it difficult to progress its economy without entrepreneurship.

Companies can improve their presentation by simultaneously pursuing and effectively consolidating the advantages of collaboration and competition, as the competition hypothesis has demonstrated. However, because it is unclear how to adjust the dual powers of competition and participation, which must coincide but conflict, competition does not always produce the best results. Certainly, the perplexing concept of competition creates strains such as the duality of trusting and doubting simultaneously, creating and appropriating esteem, and creating individual and normal advantages.

While a growing body of research suggests that accounting–marketing integration would result in strategic marketing synergies, another body of research suggests that the integration is ineffective. The purpose of this paper is to close the dyadic research gap on optimal business performance caused by combining marketing and accounting functions. This study identifies departmental differences and boundary fencing as core relational features in this dyad, based on a survey of accounting and marketing managers in financial services organizations. The majority of respondents thought that, despite the accounting-marketing duo's perceived divergences, integrating these functions would be a useful tool for their respective businesses.

Contributing to the accounting and marketing interdisciplinary research literature is an important goal of this special issue. This is also important from a practical standpoint because companies frequently "attack" their accounting and marketing departments. We identify and discuss three important themes related to the marketing–accounting interface in a changed business landscape, drawing on previous research and individual contributions to the special issue: incorporating and managing important qualitative aspects into the marketing–accounting interface; addressing and incorporating inter-organizational issues and procedures in the process of developing the marketing–accounting interface; and working on the marketing–accounting interface by looking at how value creation processes relate to money.