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CHANGE EQUATION EFFECTIVENESS: EMPIRICAL EVIDENCE FROM SOUTH-EAST EUROPE

Mladen Čudanov, Vesna Tornjanski, Ondrej Jaško

Today’s highly volatile business environment has initiated a wide variety of changes within organizations of all industries (Hurn, 2012). Change dynamics, in general, is likely to increase in organizational context due to: Digital and innovation disruption; Shifting social and demographic trends; Growing knowledge-based economy and knowledge workforce development; More sophisticated customer needs; and Global economic integration and liberalization. Regardless of its root-cause, it has been argued that change occurs in various shapes, forms and intensity (Jarrett, 2008). Accordingly, many authors recognize that key factor of an organization’s effectiveness lie in the ability to adapt to ever-present change, while successful change management became a pattern for organizational survival and long-term sustainability.
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ALTERNATIVE MEASURES OF MACROECONOMIC IMBALANCES IN THE EU – DESIGN AND VERIFICATION

Stanislav Kološta, Pavol Kráľ, Filip Flaška

Years 2008 and 2009 were particularly affected by the outbreak of the global economic recession which in addition to economic instability was also affected by political instability. Economies of most countries in the world felt the impact of the financial crisis, not excluding the EU countries. Since the start of the crisis, there has been a substantial reduction in the EU’s growth potential. In the EU, this was reflected at the macro-level by 4.74% GDP reduction in 2009 (Campos-Soria, Inchausti-Sintes & Eugenio-Martin, 2014). The high levels of external liabilities and private and public debt in many countries in the EU still constitute substantial vulnerabilities for growth, jobs and financial stability. The development of various indicators at micro and macro levels in times of last crisis in various countries was investigated by several authors (Campos-Soria, Inchausti-Sintes, & Eugenio-Martin, 2015; Gugler, Weichselbaumer, & Zulehner, 2015; Zhao, Jiang, & Li, 2014; Tatulescu & Patruti, 2014; Mazurek & Mielcová, 2017; Klepáč & Hampel, 2018).
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Competitive intelligence v malých a středních podnicích

Zdeněk Molnár, Jindřich Střelka

Top management firem všech velikostí se během posledních dvou dekád potýká se změnou paradigmatu v přístupu ke strategickému řízení. Hlavním důvodem těchto změn je zvýšená dynamika a turbulence tržního prostředí, která je důsledkem globalizace a technologického pokroku. Tato dynamika vytváří stavy, kdy je velmi obtížné predikovat budoucí vývoj na jednotlivých trzích, což způsobuje manažerům komplikace při vytváření vhodných konkurenčních strategií. K tomu, abychom dokázali změny v konkurenčním prostředí organizace identifikovat, nám slouží Competitive Intelligence (dále CI).
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