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1

Significance of Integrated Human Resource Management Model

100%
Borowska-Pietrzak A.
Pieniądze i Więź
|
2008
|
vol. 11
|
issue 3(40)
77-84
EN
The authoress covers issues related with human resourse management as specific concept of management in the staff functioning area of the companies in which human resource is perceived as a part of the company's assets and source of competitiveness, and which posit personal and business issues integration, active role of managership in solving personal issues and emphasise the need of forming the organizational culture, personal processes integration and building employees commitment as instrument of gaining goals. The employees evaluation in areas connected with recruitment, development needs, motivation and employee movement (promotion or degradation) processes were considered in particular.
2

PREDICTION IN CONTEMPORARY STRATEGIC MANAGEMENT

80%
Mesjasz C.
Organization and Management
|
2008
|
issue 3(133)
7-21
EN
Changes of external conditions of enterprises described as 'turbulent environment' have contributed to emergence of new barriers of prediction, forecasting and planning with application of traditional, 'objective' methods. Neopositivist approach looses its dominant character and more attention is paid on the barriers resulting from subjective, or intersubjective character of prediction. The aim of the paper is to present basic problems of prediction in strategic management under contemporary economic conditions. Prediction in social sciences is treated as a point of departure of the discussion. In addition, epistemological and social limitations of prediction in strategic management related to the differences between traditional (neopositivist) and constructivist approaches are considered.
3

CÍLE VZDĚLÁVACÍCH AKTIVIT V KONTEXTU MUZEJNÍHO PLÁNOVÁNÍ

80%
Šobáňová P.
Muzeológia a kultúrne dedičstvo
|
2014
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vol. 2
|
issue 1
41 – 56
EN
The paper deals with the objectives of educational activities in the context of the complete museum planning. We examine the process from the strategic planning stage in which the objectives are followed by the mission and vision of a museum to the final setting of general objectives of museum’s educational activities which are subsequently implemented by partial and operational objectives. A proposal for general objectives of museum teaching is formulated and the taxonomy of educative objectives as currently applied in education is proposed. The paper emphasizes the fact that the visitors must ultimately determine all museums planning, which is to say, they are the determinants to all objectives at all stages of museum planning.
4

Strategic Management as a Synthesis of Economic and Managerial Theories of the Firm

80%
Gorynia M., Jankowska B., Owczarek R.
Ekonomista
|
2005
|
issue 5
595-619
EN
Research on the foundations of competitive strategy and the resource-based approach to the theory of the firm seems to confirm the hypothesis that strategic management is an example of the mutual permeability of economic and management theories. Achievements in both of these disciplines seem to have a complementary character - progress in the former is a condition for the evolution of the latter, and vice versa. Moreover, it seems that for both, cognitive and practical reasons, further integration of economic and managerial theories of the firm is a foregone conclusion. There are not many arguments, however, that would support the thesis that this integration may lead to a synthesis resulting in the creation of one, universal theory of the firm. It is highly probable that on the one hand, many theories will exist alongside as complementary approaches and, on the other hand, some theories will eliminate others.
5
Content available remote

Strategiczna orientacja przedsiębiorstwa z wykorzystaniem Balanced Scorecard

80%
Siemionek M., Kujawa A.
Zarządzanie i Finanse
|
2012
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vol. 1
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issue 2
519-531
EN
The article presents the main issues related to the Balanced Scorecard. It describes the origin and construction of this tool. It sets the objectives of using Balanced Score-card and its impact on the company. One of the most important objectives of using it is possibility to align business activities to the vision and strategy of the organization. It compares the advantages and disadvantages of using Balanced Scorecard among different companies. Research indicates that improved business performance is linked positively to the extent of use strategic planning within organizations. To reap these benefit, enterprises must introduce strategic planning processes. The Balanced Scorecard is a popular performance management framework strongly associated with managing the implementation of strategic plans.
6

STRATEGIC MANAGEMENT OF UKRAINIAN TECHNOLOGICAL PARKS' ACTIVITY (Stratehichne upravlinnia diialnistiu tekhnolohichnykh parkiv Ukrainy)

80%
Petryna M. Y., Palahitskyi B. Y.
Rehionalna ekonomika
|
2009
|
issue 4(54)
87-94
EN
With the purpose of improvement of strategic management of Ukrainian technological parks' activity the use of the matrix elaborated on the basis of the Boston Consulting Group model of the strategic planning of technoparks' activity is suggested. It is based on the specific character of their activity, taking into account the impact of the special mode and competitiveness of every innovative project. The elaboration of strategic development of the biggest Ukrainian technopark - the Institute of Electric Welding named after Ye.O. Paton - has been carried out.
7

STRATEGIC GROUP ANALYSIS OF MAZOVIAN'S NON-PROFIT ORGANISATIONS (Grupy strategiczne mazowieckich organizacji non-profit)

80%
Domanski J.
Organization and Management
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2009
|
issue 1(135)
101-122
EN
This paper reviews empirically studied strategic groups of non-profit organisations which operate in the area of education and culture in Poland. The study method has been proven useful for the members of the Third Sector but it has not been widely used by researchers. A group of strategic variables have been identified and tested against a sample of 189 organisations. The variables have been validated by way of testing their mutual correlations. The analysis proper using both the hierarchical and the two-step cluster methods has identified three largely different strategic groups in the sector. Each group has been thoroughly described and mobility barriers have been defined.
8

VPLYV GLOBALIZÁCIE NA MALÉ A STREDNÉ PODNIKY

70%
Lesáková Ľ.
Ekonomický časopis (Journal of Economics)
|
2008
|
vol. 56
|
issue 6
607-621
EN
Small and medium enterprises (SME) are faced with the need for a strategic response to the changes in global business environment. The aim of the article is to present the basic attributes of new businesses model determining success of SMEs in the new world of globalization. In the first part of article the impact of globalization on businesses sector is presented. In second part of this paper we discuss the future of SME in new world of global economics. Presented are changes in character and functioning of the small and medium enterprises. Special attention is devoted to three crucial attributes of new businesses model which will determine future success of small and medium enterprises in new world of global economics: a) implementation of new businesses types in SMEs sector, b) implementation of innovation, information and communication technologies by SMEs, c) implementation of strategic management by SMEs.
9
Content available remote

Analiza strategiczna PKM Duda SA. na krajowym rynku mięsa z wykorzystaniem macierzy BCG

70%
Zielińska-Chmielewska A.
Journal of Agribusiness and Rural Development
|
2012
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issue 1(23)
155-162
EN
The main goal of this paper was to examine the market position of one leading meat processing enterprise PKM Duda SA. on the domestic meat market. The assessment of the activity portfolio on its three strategic units was undertaken with the usage of BCG matrix. The PKM Duda SA. was chosen for the study because: a) processes more than 20 tons of slaughter per week, b) is located in the country of origin, c) exists on Warsaw Stock Exchange Market, d) preserves continuity of its database in Monitor Polski „B”. The analysis proved that all three examined strategic units have different market shares and operate on markets of a different acceleration. The highest income rate brings the meat processing unit (B), the lowest slaughter unit (A). The market position of PKM Duda SA. can be improved when a retail trade unit (B) moves away from question marks into stars. Although BCG matrix draws a fast and a complex strategic situation, is not free from disadvantages. That is the reason why further, also portfolio, analysis should be implemented.
10

PROPOSAL AND SIMULATION OF THE BUSINESS PROCESS MODEL OF STRATEGIC MANAGEMENT IN E-COMMERCE

70%
Svatošová V.
Ekonomický časopis (Journal of Economics)
|
2021
|
vol. 69
|
issue 7
726 – 749
EN
This paper focuses on evaluating the importance of strategic management in the long-term development of SMEs primarily trading electronically. The main output is to propose a business process model of strategic management that could strengthen the existing strategic position of SMEs with a focus on e-commerce. The main purpose is fulfilled through a research study conducted in several phases between the selected samples of enterprises primarily oriented on e-commerce. The empirical research methods are used: methods of personal interviewing, financial analysis, situational analysis, case studies, methods of statistical induction and descriptive statistics, modelling, and simulation. The process model is then simulated and verified in practice on the selected enterprise within a help of Vensim software. The contribution of the paper is based on the procedure for the creation and implementation of the strategic management of SMEs primarily oriented on e-commerce, which could strengthen their existing strategic position and whose validity is verified in practice.
11

IMPORTANCE OF STRATEGY AND ASPECTS OF STRATEGIC DEVELOPMENT IN SMALL AND MEDIUM-SIZED ENTREPRENEURSHIP

70%
Svatošová V.
Ekonomický časopis (Journal of Economics)
|
2018
|
vol. 66
|
issue 4
329 – 349
EN
The main aim of this research is to identify how important the strategy and determinants of strategic development and strategic management are for the selected research sample of small and medium-sized enterprises (SMEs). The main research methods are selected methods of financial analysis and personal interview with manager-owners of selected SMEs. The research confirmed that not all strategic development determinants are considered among SMEs as equally important. The monitored SMEs consider strategy for business development as important, although only 47% of them have a formulated strategy. Individual functional and corporate strategies and defined areas of strategic management are not considered by SMEs as equally important. The size of the SME has a direct impact on strategy formulation – the bigger the enterprise, the higher the probability that a strategy is formulated. The research also confirmed formulating and implementing a strategy has a positive effect on the economic results of the SME.
12

IMPORTANCE OF STRATEGIC MANAGEMENT OF SMES IN E-COMMERCE

61%
Svatošová V.
Ekonomický časopis (Journal of Economics)
|
2019
|
vol. 67
|
issue 10
1090 – 1110
EN
With the development of e-commerce, the area of interest of entrepreneurs and academics is focused on opportunities and strategic approaches to enhancing the competitiveness of enterprises that primarily trade electronically. This paper focuses on evaluating the importance of determinants of strategy and strategic management in the long-term development of small and medium-sized enterprises that primarily trade electronically and then to evaluate the importance of these determinants into the whole process of strategic management of enterprises primarily focused on e-commerce. The main aim of the paper is fulfilled through research carried out in several phases between a selected sample of small and medium enterprises oriented primarily on e-commerce. The collection and analysis of data from the research is realized by using the method of personal interviewing and the methods of statistical induction and descriptive statistics for the verification of the formulated main and partial hypotheses. The contribution of the paper is based on the identification of the importance of strategic management evaluated by SMEs focusing primarily on e-commerce, influencing their strategic position and the possibility of further development.
13

Novitni tendentsii v stratehichnomu upravlinni orhanizatsiiamy turystychnoi industrii

61%
Dyshlovy I. M., Svetlichnaya D. O.
Mekhanizm Rehuluvannya Economiky
|
2011
|
vol. 1 (51)
128-137
EN
It is systemized in the article the innovative approaches and trends of organizational strategic management of tourism industry in the context of globalization.
14

RIZIKOVÝ A ROZVOJOVÝ KAPITÁL V ČESKÉ REPUBLICE: MANAŽERSKÉ KNOW-HOW A JEHO TRANSFER

61%
Zinecker M., Rajchlová J.
Ekonomický časopis (Journal of Economics)
|
2013
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vol. 61
|
issue 3
283 – 296
EN
The paper deals with the findings of a survey conducted in the Czech private equity and venture capital market. The major issue considered by the project included: How the venture capital investors can contribute to the success of investee companies in ways other than financing, i.e. via non-financial value-added inputs? The nature of this study is explorative. It relies on primary data that were collected using semi-structured questionnaires. The questionnaire-collected data was treated by descriptive statistical methods reflecting its nature and quantity and by content analysis. This empirical survey has been the first descriptive analyses of non-financial value-added inputs in the Czech venture capital market.
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