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HOW CORPORATE GOVERNANCE AND CSR DISCLOSURE AFFECT FIRM PERFORMANCE?

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.
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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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SUPPLIER INVOLVEMENT IN NEW PRODUCT DEVELOPMENT: A CASE STUDY FROM THE SEMICONDUCTOR INDUSTRY

Özalp Vayvay, Maria Manuela Cruz-Cunha

For the last years, global competition has strengthened the significance of a company’s ability to introduce new products, while responding to increasingly dynamic markets with customers rapidly changing needs, and thus claiming for shortening the time required to design, develop and manufacture, as well as for cost reduction, increased reliability, quality improvement and sustainability. In this context, firms are implementing a wide variety of different techniques, management processes and development strategies in their quest for shorter development cycles and permanent business alignment with the market requirements (Cunha & Putnik, 2006).
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CHARACTERISTIC FEATURES OF PROJECT MANAGEMENT IN SMALL AND MEDIUM-SIZED ENTERPRISES

Remigiusz Kozlowski, Marek Matejun

The operation and growth of small and mediumsized enterprises (SMEs – including micro enterprises) are significantly determined by the characteristic features and internal diversity of this group of entities (Torrès & Julien, 2005; Curran, 2006). The identification of characteristic properties leads to a qualitative and quantitative distinction between small and medium-sized companies from other entities, primarily including large enterprises (LEs) (Marchesnay, 1982; Bannier & Zahn, 2012).
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IMPACT OF CUSTOMER SATISFACTION ON FINANCIAL RESULTS OF CAR SERVICING COMPANIES: FINDINGS FROM SLOVENIA

Aleš Novak, Petra Šparl, Slavko Ažman

Trends of globalization of the world economy are opening up many new opportunities for the companies. At the same time globalisation is increasingly wiping out local monopolies and exposing individual companies to international competition. Many companies have therefore difficulties to compete in such an environment, especially if they are using primarily price or technology as their competitive advantage.
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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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Innovative Capacity & Performance of Transition Economies: Comparative Study at the Level of Enterprises

Zsuzsanna K. Szabo, Michal Šoltés, Emilia Herman

The present tendencies are expanding worldwide due to three main directions: the globalization which implies increased international competitiveness, technological changes (introduction of ICT led to the need for qualified employee, therefore knowledge has become a necessity), organizational behaviour, ICT, knowledge, innovation are considered priorities. Developed countries and the OECD recognized that some common themes are emerging, the need “for policy coherence in dealing with development for leadership from developing countries and for partnerships with shared risk as well as a focus on key sectors for social and economic development. The related theme is innovation.
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Environmental Performance And Responsible Corporate Governance: An Empirical Note

Voicu D. Dragomir

Incorporating eco-sustainability criteria into the corporate agenda means assigning the natural environment such attributes as power, legitimacy, urgency and proximity. The complexity and interconnectedness of global ecosystems make it difficult for managers to determine specific impacts on these systems; but that is only an excuse for trivial sustainability reporting and dubious triple-bottom-line assessments. And it is the very relationship between accountability in the form of disclosure and ‘shareholder value’ that has kept the business-case controversy alive.
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Survey of Performance Measurement Systems in Czech Companies

Michaela Stříteská, Ondřej Svoboda

With regard to the constantly growing competitive pressure caused by globalisation of production activities and markets, companies, if they want to remain competitive, have to reevaluate their strategies, processes, procedures and general functioning. In order to achieve such a competitive position, the management must dispose of efficient tools which identify the company’s reality with the maximum possible accuracy and help to determine the goals, define the tasks and diversify the sources.
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