Aktuální články z podnikové ekonomiky a managementu


IS ENTERPRISE RISK MANAGEMENT A VALUE ADDED ACTIVITY?

Mojca Marc, Danijela Miloš Sprčić, Marina Mešin Žagar

Severe consequences of the global financial crisis resulted in re-thinking the risk management processes and approaches. OECD (2009), BIS (2008), FSA (2008) and IIF (2007) suggested that corporate risks should be “high on the agenda” of every organization, highlighting the need for a comprehensive (enterprise-wide) risk management framework. What has been realized in the aftermath of the global financial crisis is that a failure to transmit information about risk exposures can be attributed to the traditional silo-based risk management (TRM) (OECD, 2009).
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ANALYSIS OF HIGH COST OUTLIERS IN A POLISH REFERENCE HOSPITAL

Malgorzata Cyganska

A concern over the raising resources consumed by health care costs has become widespread in many countries in recent years (Popesko, Papadaki, & Novak, 2015). Health spending in Poland was 6.4% of GDP in 2013, well below the OECD average of 8.9%. In 2013, per capita health spending in Poland has increased by a strong 3.8% in real terms, far above the average growth (1.0%) across OECD countries (OECD Health Statistics 2015).
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THE KNOWLEDGE AND USE OF THE BALANCED SCORECARD METHOD IN BUSINESSES IN THE SLOVAK REPUBLIC

Ľubica Lesáková, Katarína Dubcová, Petra Gundová

One of the management tools that is gaining popularity in business practice is the Balanced Scorecard (BSC). The BSC was developed by Robert Kaplan and David Norton in 1992 as an alternative to traditional performance measurement approaches that focus solely on financial indicators and are based purely on a business´s past performance. During the years the Balanced Scorecard has evolved from its early use as a simple performance measurement framework to a full strategic planning and management system.
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HOW DOES CORPORATE SOCIAL RESPONSIBILITY IMPACT BANKING EFFICIENCY: A CASE IN CHINA

Ning Zhu, Jelena Stjepcevic, Tomas Baležentis, Zhiqian Yu, Bing Wang

The concept of corporate social responsibility (CSR) drew much attention globally as economic growth was followed by such social problems as an increasing gap between the rich and the poor, cultural conflicts, and environmental degradation. Having acknowledged the importance of the latter challenges, the United Nations officially launched the “Global Compact” project in 2000, thereby calling the enterprises for commitments towards social responsibility in the areas of human rights, labor standards, and environmental protection, among other issues. As an important actor in the global economic development, the banking sector also became aware of huge social costs associated with unsustainable economic growth, and recognized its responsibilities in such areas as an active reduction of social inequality and environmental degradation. Thus it is important to analyze the impact of commitments towards CSR upon banking performance.
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THE INTEGRATIVE MANAGEMENT MODEL FOR RESTRUCTURING SMALL AND MEDIUM-SIZED ENTERPRISES (SME)

Andrius Tamošiūnas

Restructuring processes are continuous in market economies. Technological progress, diffusion of innovations results in market disruptions and convergences. The latter create new markets and value networks, impact the scope and scale of consumption and related businesses changing the nature of competition and market dynamics. Such evolution affects all sectors of economic systems including processes of integration and globalization, causing enterprises to restructure in order to maintain or strengthen their market position.
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