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1

PODNIKATEĽSKÉ AKTIVITY SLOVENSKEJ BANKY V ROKOCH 1919 - 1929

100%
Chudják F.
Historický časopis (Historical Journal)
|
2008
|
vol. 56
|
issue 1
43-80
EN
The work analyses the business activities of the Slovak Bank (Slovenska banka) in Bratislava. This bank built up its business organization, numerically the largest in the Slovak financial sector, after 1918. The main emphasis is on the business activities of the 'Slovenska banka' in joint stock companies concerned with industry, trade, transport and finance from the founding euphoria of 1919-1921 through the bankruptcy of some companies during the post-war economic crisis to the consolidation in the boom years of 1926-1929. The 'Slovenska banka' built up its business organization mainly in the years 1919-1921 with substantial help from the 'Zivnostenska banka' (Trade Bank) of Prague. It also gained shareholdings in the various companies on the basis of fusion with the 'Hospodarska banka' (Business Bank) of Bratislava. In 1922, 45 companies were included in the sphere of influence of the 'Slovenska banka'. However, their number and capital value were reduced by the economic crisis. From 1924 to 1929, the 'Slovenska banka' devoted its efforts mainly to the recovery of it's the most important companies.
2

APPLICATION OF INTEREST RATE RISK REGULATION ON THE CZECH AND SLOVAK BANKING SECTORS

75%
Džmuráňová H.
Ekonomický časopis (Journal of Economics)
|
2020
|
vol. 68
|
issue 3
211 – 230
EN
This paper examines the regulation of Interest Rate Risk Management of the Banking Book in the Czech and Slovak banking sectors. We provide modelling of bank balance sheets in terms of regulatory requirements. The contribution of our paper is two-fold. First, we identify the key business drivers of Interest Rate Risk of the Banking Book of the Czech and Slovak banking sectors. Second, when comparing the interest rate risk of the banking book of both banking sectors, we find that major banks in both sectors report a higher interest rate risk from their client liabilities than from client assets. This fact implies that the banks are exposed to the risks inherent in rising interest rates. We find that the interest rate risk exposure of the Czech and Slovak banks is relatively high, and therefore, the potential contagion risk for large foreign owners with subsidiaries in both countries is not negligible.
3

THE ROLE OF MILAN HODŽA IN SLOVAK COMMERCIAL BANKING (1918 – 1938)

75%
Hallon Ľ.
Historický časopis (Historical Journal)
|
2007
|
vol. 55
|
issue suppl. issue
97 – 112
EN
This is a study of so far unknown facts about the activities of Milan Hodža in the financial sector of Czechoslovakia from 1918 until 1938. Before World War I, Hodža was trying to establish a strong Slovak bank in Budapest, but failed. This period of his Professional endeavours has already been extensively documented. However, only very limited attention has been paid to his similar activities in the newly founded Czechoslovakia. The available information is only about his screening of the market situation. Deeper examination is undertaken by the author, and shows that Hodža put a significant effort into pressuring the banks to merge. His tactic included extortion, corruption and bribery, even undemocratic governmental decisions. Between 1918 and 1938, Hodža managed to create a central monetary institution of public finances, and subordinated it to function in line with the economic interests of his own political party.
4

SLOVENSKÁ BANKA V ROKOCH 1930 – 1938. ČAS TVRDÝCH SKÚŠOK A SKLAMANÍ

63%
Chudjak F.
Historický časopis (Historical Journal)
|
2010
|
vol. 58
|
issue 2
263-289
EN
The paper analyses the business activity of the Slovak Bank in Bratislava in the period 1930-1938, a period in which it experienced a harsh test and screening of its business. The economic crisis of 1929-1933, which most afflicted the Slovak national banks, the Tatra Bank and Slovak Bank, interrupted the recovery process of the period 1925-1929. The losses of the Slovak Bank resulted especially from its participation in the management and financing of industrial and commercial companies. The Slovak bank rejected state assistance, mainly because of the excessively strict conditions. The bank undertook recovery from its own resources, which reduced them to little more than a third of their previous level. It more or less successfully manoeuvred in relation to the government and political circles during this period, and strove to maintain its independence. The top management of the Slovak Bank refused to merge with the Tatra Bank of Martin. In spite of shocks and losses, the Slovak Bank succeeded in stabilizing its position in the capital market at the end of the 1930s
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