Elwira Gross-Gołacka, Marta Kusterka-Jefmańska, Paulina Spałek, Bartłomiej Jefmański
In the modern world, one of the key factors of success of an organization is intellectual capital. A dynamically changing external environment exerts pressure on enterprises to implement innovative solutions, products and services. The value created to a lesser degree depends on the possessed tangible assets, compared to the value of intangible ones. Intellectual capital resources are established as the basis for the level of competitiveness of an organization in the 21st century by among others Bounfour and Edvinsson (2005), Cabrita and Vaz (2006). Currently, competitive advantage is determined by unique recourses, which are difficult to reproduce by the competition. Intellectual capital is thus more and more often perceived as a key resource of an enterprise. It is also one of the most valuable resources of an enterprise, which enables its sustainable development. It is critical base of organization’s innovative and strategic sustainability (Bontis, 2002; Bontis et al., 2000). It is comprised of human capital, structural capital and relational capital.
Mohammed Nazim Uddin, Mosharrof Hosen, Mustafa Manir Chowdhury, Tanbina Tabassum, Manjurul Alam Mazumder
Corporate governance has been a critical issue focused by regulatory bodies, policymakers, and academicians to improve the economic and sustainability conditions in developing countries for over a decade (Brown et al., 2011; Wintoki et al., 2012; Claessens, 2006). Additionally, the collapse of corporate governance has compromised the government legally, financially, and economically, resulting in a lack of accountability in Bangladesh. An organised financial system includes proper asset allocation, fund abuse prevention, minority interest protection, and timely dividend payment to improve the corporate governance system and enable corporate laws to enhance firm value (La Porta, 2006). In a competitive global market, a robust regulatory framework is required to mandate organisational compliance involving policies and procedures to ensure accountability (Uddin et al., 2019).
Mohan Saini, Denisa Hrušecká
Logistics has become one of the key vertical in the organization and as an important industry for an economy as a whole. It plays an important role in the economic development of a country, including various infrastructure development to support and enhance manufacturing and other sectors. The economy has to perform efficiently in this sector for supporting a growth in all other sectors. To provide a visibility on the same, World Bank publishes index for providing visibility on the performance and scope for improvement in logistics sectors of economies. This index is known as logistics performance index and this has been included in this study for understanding the effect on economic development of the country along with the logistics cost.
Olga Revutska, Kateřina Maršíková
Today, the concept of agile is increasingly associated with the success of companies. It is not only about project management but also elements of agility support success in today’s dynamic business environment. The attitude to agility may vary from generation to generation. At present, Generation Y (also called as Millennials) is increasingly represented on the labour market not only among employees but also in managerial positions. The Millennial generation has now become the largest generational cohort in the workforce. As Millennials become more prevalent in organisations and in management, there is a need to understand how these persons will manage the incoming generation of workers, how Millennials will want to be managed in the future (Crocitto & Youssef, 2003). The aim of the authors is to explore this issue concerning elements of agile management.
Agnieszka Bieńkowska, Katarzyna Tworek, Anna Zabłocka-Kluczka
Controlling is a method, which is most often used in contemporary organizations (Bieńkowska & Zgrzywa-Ziemak, 2011; Tworek, 2019c). “Importance of controlling increased sharply” (Guenther, 2013, p. 272), which in practice is confirmed by the growing number of job offers for controllers, and in theory by the number of academic centers dealing with this subject (Schäffer & Binder, 2008). However, it is still considered by many as “a concept that is still subject of many controversies” (Mocanu, 2014, p. 62), and the diversity in the perception of this method is confirmed, among others, by information in the job announcements appearing on the job market (Behringer, 2011). The multi-threaded history of controlling promotes differences in the perception of controlling in the world, as well as the relative diversity of controlling solutions in organizations (e.g. Horvath, 2002).