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PERCEPTION OF INTELLECTUAL CAPITAL AND ITS IMPACT ON BUSINESS SUSTAINABILITY: EVIDENCE FROM SMALL, MEDIUM, AND LARGE ENTERPRISES

Elwira Gross-Gołacka, Marta Kusterka-Jefmańska, Paulina Spałek, Bartłomiej Jefmański

In the modern world, one of the key factors of success of an organization is intellectual capital. A dynamically changing external environment exerts pressure on enterprises to implement innovative solutions, products and services. The value created to a lesser degree depends on the possessed tangible assets, compared to the value of intangible ones. Intellectual capital resources are established as the basis for the level of competitiveness of an organization in the 21st century by among others Bounfour and Edvinsson (2005), Cabrita and Vaz (2006). Currently, competitive advantage is determined by unique recourses, which are difficult to reproduce by the competition. Intellectual capital is thus more and more often perceived as a key resource of an enterprise. It is also one of the most valuable resources of an enterprise, which enables its sustainable development. It is critical base of organization’s innovative and strategic sustainability (Bontis, 2002; Bontis et al., 2000). It is comprised of human capital, structural capital and relational capital.
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LONG-TERM INFRASTRUCTURE INVESTMENT: A NEW APPROACH TO THE ECONOMICS OF LOCATION

Petr Dlask, Václav Beran

In both classical economics (Adam Smith, David Ricardo) and neoclassical economics (e.g. John Hicks, Léon Walras, William Stanley Jevons, George Stigler, Carl Menger, John Bates Clark), there are three primary factors of production: land, labor, capital. Land means a resource creating an additional utility and is not only a natural resource to be found above or below the soil. There cannot be a disregard for the decision making process concerning location and investment. The problem is manifest not only in the individual solo investment but also in the portfolio dispersion of investment in an entire region.
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BUSINESS INTELLIGENCE AS A KEY INFORMATION AND KNOWLEDGE TOOL FOR STRATEGIC BUSINESS PERFORMANCE MANAGEMENT

Rastislav Rajnoha, Róbert Štefko, Martina Merková, Ján Dobrovič

Measuring and managing business performance is a relatively complex and difficult process which is undergoing significant changes both in practice and in research. Despite the ongoing effort to improve the methodology used, it seems that the traditional business performance management based primarily on financial management has reached its limits and in recent years we have seen the development of new non-traditional indicators, methods and models based primarily on non-financial methods, in particular on strategic and other qualitative indicators.
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COMPUTER LITERACY AND USE OF ICT AS KEY FACTORS OF MICRO-ENTERPRISE SUCCESS

Borut Werber, Uroš Rajkovič, Marko Urh, Anja Žnidaršič

Europe and most of the word is dealing with economy crises and everyone is searching for solutions. Many large companies were destroyed by their own greed and because of their stocks manipulations without solid financial coverage. Because of that also many micro-enterprises have stopped working, but on the other hand more new ones were formed.
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Multi-Criteria Project Portfolio Optimization under Risk and Specific Limitations

Jifií Fotr, Miroslav Plevný, Lenka Švecová, Emil Vacík

In reality we can often come across the task of developing a portfolio (set) of projects having the character of investment projects (extending production capacity by means of development or acquisitions, innovation of production technologies, introducing new products and such like) or research projects (research and development of new products, technologies, processes and such like).
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Long Term Growth of SME from ICT Competencies and Web Presentations

Klára Antlová, Luboš Popelínský, Jindřich Tandler

The current business environment is characterized as highly turbulent, influenced by modern information and communication technologies, globalization, short innovation, production cycles and employee mobility. It is not easy for small and medium enterprises (SMEs) to compete in such an environment.
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