Anastasiia Mazurchenko, Martin Zelenka, Kateřina Maršíková
The high pace of strategic and organisational changes in the current financial services sector is not only caused by the fundamental transformation in the institutional and competitive environment but also by the rapid expansion of technological innovations (Menshikova et al., 2017). The restructuring of the modern labour market and traditional human resources qualification requirements is to a large extent impacted by Industry 4.0 (Smirnova et al., 2019) that is directly connected with a transformation of knowledge sharing processes, data processing and integration and value orientation, which the companies consider essential for their success (Blštáková et al., 2020). Customer centricity, personalisation, mobility and agile corporate culture are becoming key factors to ensure an innovative pace of development in the digital environment (Ajupov et al., 2019). In this regard, the demand for highly educated specialists directly involved in customer service in banking and insurance institutions has been increasing especially as a lack of a qualified workforce is among the most important drivers for Industry 4.0 (Stentoft & Rajkumar, 2020).
Marcela-Sefora Nemțeanu, Vasile Dinu, Rebeka-Anna Pop, Dan-Cristian Dabija
Since December 2019, the SARS-CoV-2 virus has spread rapidly on a global scale (WHO, 2021), strongly affecting organizations from all sectors of activity. Employees, in particular (ILO, 2020), have been forced to quickly alter their work behaviors and manner of working, being obliged to abandon commuting to the workplace and resort to large-scale remote working (Nemțeanu et al., 2021a). The pandemic has made its strongest imprint on the sector of services (Fernandes, 2020), for whom teleworking has become ‘the new normal’ (Belzunegui-Eraso & Erro-Garcés, 2020; Nemțeanu & Dabija, 2021). This new context has dramatically altered task performance – employee productivity having been strongly affected due to the time needed to adapt to the new reality and working conditions (Belzunegui-Eraso & Erro-Garcés, 2020).
Ivan-Damir Anić, Ivana Rašić, Zoran Aralica
Industrial clusters have been considered a successful form of firms’ organisation, and an instrument for increasing the competitiveness and growth of the region and firms’ performance (Aranguren et al., 2013; Abdesslem & Chiappini, 2016; Stojčić et al., 2019; Pecze, 2019). The idea behind cluster formation and its promotion is that firms benefit from agglomeration effects due to knowledge and technology spillovers, input and output sharing, and location externalities (Maffioli et al., 2016). Cluster organisations should facilitate collaboration among firms, scientific and public actors, networking, inter-firm linkages, sharing of information, resources, and knowledge to build new growth opportunities, and overcome coordination failures (Maffioli et al., 2016). Past research has examined the impact of clusters on firm performance in various industries and the wood industry as well, indicating that cluster membership has a positive impact on firms’ survival, innovation activities and performance – exports, productivity, and sales (e.g., Strøjer et al., 2003; Tödtling & Trippl, 2004; Wennberg & Lindqvist, 2008; Eisingerich et al., 2010; Abdesslem & Chiappini, 2016; Stojčić et al., 2019).
Zamira Acosta Rubio, Jaime Febles Acosta, Audrius Banaitis, Fernando A. F. Ferreira
Business activities’ significance in economies worldwide underscores the importance of studying companies’ operations to determine their managers’ ability to adapt to changes arising from globalization. Business organizations and management aspects, however, include such a wide range of factors needing analysis that these variables must first be defined and the most relevant factors selected. This study sought to deepen the existing knowledge about managers’ preferences regarding the use of communication to generate employee participation in strategic business management processes. This topic is of particular interest in the Canary Islands, which is a complex area from an economic perspective due to its geographical fragmentation and distance from the main production centres that stimulate trade. These islands also depend significantly on external supplies of essential goods and have limited industrial and agricultural sectors but a quite dominant service sector.
Anna Bartoszewicz, Anna Rutkowska-Ziarko
In recent years, non-financial reporting has become a global practice used by businesses almost all over the world. Its dynamic development can be also recently observed in Poland, which is reflected in the growing number of corporate social responsibility (CSR) reports published voluntarily by enterprises. Their scope includes non-financial results obtained within the environmental, social and economic area and informs about the risk associated with the initiatives undertaken by companies. Although the data contained in CSR reports are informative to stakeholders and are used in the decision-making process, there is a certain concern that they may lack reliability (compare with Dal Maso et al., 2020). It is not out of the question that companies, while promoting their activities, will disclose only selected, usually positive, aspects of their operations. Therefore, it appears reasonable to subject the disclosures presented in CSR reports to an audit, which, in this context, means an independent and objective verification of the non-financial information contained in the report, and their attestation (confirmation) in terms of reliability.