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EVALUATION OF THE FINANCIAL AND ECONOMIC DEVELOPMENT OF THE EUROPEAN UNION MEMBER STATES ON BASIS OF MULTIPLE INDICATORS CHANGED TO MULTIPLE OBJECTIVES

Changxing Li

Innovation has received more and more attention in the European Union since adoption of the Lisbon Strategy in 2000. In 2010 the European Commission 2010; European Council adopted a new strategy, Europe 2020, which stressed again the importance of innovations. Therefore it is important to evaluate the current level of the European Union Member States’ technological and economic development as well as its innovations impact on it. Innovation impact on economic development was analyzed by correlating various composite indices with GDP per capita indicator (Fagerberg & Srholec, 2008). The author proposes a conceptual model for economic development evaluation according to a world-system approach. The level of economic development can thus be identified by a system of indicators rather than single one (e.g. GDP per capita).
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EVALUATION OF THE USABILITY OF SELECTED INNOVATION CONCEPTS FOR MANAGING INNOVATION ACTIVITIES

Jindra Peterková, Šárka Zapletalová

In today’s business world, the only constant is a change, so that the ability to learn, change and innovate plays an important role in business. Enterprises should actively create rules of the game and own future rather than passively react to changes (Mikoláš & Wozniaková, 2009; Merrill, 2015). Proactive behavior, seeking own way (Zelený, 2012) and creating innovator’s DNA is important (Dyer et al., 2011). Innovation and own recipe (Pearl, 2011) for its implementation is a necessary prerequisite for successful business in the highly competitive business environment. For companies’ future existence and development, innovations importance was recognized by a number of business owners and managers, who introduce changes and contribute to the creation of new trends in the business environment.
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PROJECT PORTFOLIO OPTIMIZATION AS A PART OF STRATEGY IMPLEMENTATION PROCESS IN SMALL AND MEDIUM-SIZED ENTERPRISES: A METHODOLOGY OF THE SELECTION OF PROJECTS WITH THE AIM TO BALANCE STRATEGY, RISK AND PERFORMANCE

Emil Vacík, Miroslav Špaček, Jiří Fotr, Lukáš Kracík

Project Portfolio Management (PPM) deals with the coordination and control of multiple projects that pursue the same strategic goals and compete for the same resources, whereby managers prioritize among projects to achieve strategic benefits. PPM deals with simultaneously managing multiple projects and includes defining values, specifying priorities, solving conflicts between projects as well as defining organizational structure and the rules of its functions (Spradlin & Kutoloski, 1999). To provide maximum value to the organization, the portfolio must contain a balance of project types and risk levels as well as limit the number of projects to ensure that all projects can be resourced effectively (Killen, Hunt, & Kleinschmidt, 2008). According to numerous studies, project portfolio management is currently applied in the practice of nearly all modern enterprises (Miguel, 2006).
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MULTICRITERIA DECISION-MAKING WEIGHTS AND A COMPETITIVE PRODUCT DESIGN

Filip Tošenovský

Competitive environments exist or can be created for a majority of human activities. This is true because human activity can usually be performed by more than one subject, and to incite subjects to being competitive, it suffices to compare results of their activity on the basis of selected criteria or features which characterize these results.
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PRINCIPLES OF CREATING A COST-CUTTING STRATEGY AT AN ENTERPRISE BY MEANS OF THE LEAN PRODUCTION CONCEPT

Jáč Ivan, Sedlář J., Zaytsev А.А., Zaytsev А.V.

In conditions of globalization it is also important to take into consideration to which extent the subsidiaries and the transnational corporation in general are capable of increasing the value under existing parameters (organizational structure, production capacity, quality of the manufactured product), i.e. what internal and external factors mainly influence the forming of the market value of the whole holding structure.
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