Muhammad Suhaib Manzoor, Ramiz ur Rehman, Muhammad Islam Usman, Muhammad Ishfaq Ahmad
CSR (corporate social responsibility) disclosure evolved as a result of corporate reporting in response to changes in conditions in which companies operate. Gray, Owen and Adams (1996) describe CSR disclosure/reporting as
„the process of communicating the social and environmental effects of the economic actions of organizations to particular interest groups within society and society at large“. Elkington (1997) states that the terms CSR reporting, Social Reporting, Corporate Citizenship, Sustainability Reporting and Triple Bottom Line Reporting have been employed in the studies interchangeably. To meet 21st century corporate challenges, the corporate reporting system has changed somehow with an inclusion of non-financial disclosure. Krasodomska and Cho (2017) explain the extent of non-financial reporting presented by the corporation regarding activities such as human resources, risk management, product innovation and quality, and impact of corporate decisions on environment and society.
The concept of space is frequently used as a sort of metaphor, with the aim of referring to a colloquial, intuitive interpretation of space as a kind of location, area, field or scene where events take place. Recognisable research problems stem from the conviction that there is a lack of complex conceptualisation of space as a subject in interdisciplinary perspectives for organisation and management sciences. At the same time, a greater interest in issues of space has arisen in recent years, which have been associated with the increasing importance of globalisation, the network economy, and knowledge in organisations (Taylor & Spicer, 2007). Thus, understanding complex interdisciplinary research in this area is the main motivation of this paper. On an epistemological level, the aim of the paper is to conceptualise space in its different dimensions in relation to
the classical achievements of organisation and management sciences.
Nemanja Lekić, Jelena Vapa-Tankosić, Jasmina Rajaković-Mijailović, Snežana Lekić
Job satisfaction is one of the most researched of employee attitudes (Alotaibi, 2001; Parnell & Crandall, 2003), and is considered to be essential for job performance. On the one hand, job satisfaction may have a direct influence on employees, leading them to identify their individual goals with those of their organization, and on the other, it can lead to more efficient realization of established organizational goals. There are numerous reasons for companies to regularly conduct job satisfaction surveys: getting to know the current level of job satisfaction, better management of employee expectations, building an effective business culture or finding new ways to improve business results, and attract quality candidates. The results of such surveys may be used to increase their commitment to the organization. A positive climate among the employees encourages innovation, strengthens initiatives and enables successful execution of tasks. This means that each organization needs to
build a sense of belonging and respect among all employees.
Dana Benčiková, Denisa Malá, Jaroslav Ďaďo
The contemporary business world is so highly globalized that it would be wrong to assume that an enterprise which wants to succeed in international competition, may exist and fully function without any international trade
or relations. Intercultural competences of the employees are thus becoming increasingly important. One may think that when dealing with the enterprise’s stakeholders, professional knowledge and technical skills are sufficient in order to maintain the corporate processes running smoothly. However, considering the fact that for different reasons, e.g. work migration, or work exchanges, the working environment is growing to be highly diverse and intercultural, the importance of being interculturally competent is clearly relevant at all hierarchy levels, and in relation to both external and internal stakeholders.
Rafał Tyszkiewicz, Agnieszka Pawlak-Wolanin, Julita Markiewicz-Patkowska, Soňa Jandová, Piotr Oleśniewicz, Helena Jáčová, Monika Tyszkiewicz
The relationship between a company and a supplier is a strategic resource for both parties. However, not every such relationship can be considered strategic. In order for a relationship to assume strategic importance, it must be special (or unique) in some terms and difficult to imitate. Otherwise, it will not contribute to making the company stand out against the competition. Such relationships may be formed in two areas. Firstly, they may
be intended to increase the company’s access to financial resources; secondly, they facilitate investment (Tyszkiewicz, 2017b). It is noteworthy that partnership is based on such elements as trust and communication. These factors produce a continuous and deepening effect to ensure long-term results satisfactory for both parties involved. It is also significant to define the roles, tasks, and responsibilities of the suppliers and the clients, as well as to fairly share risks, costs, and profits arising from implementation of new initiatives (Christopher, 2000).