Olga Revutska, Klára Antlová
The COVID-19 pandemic has had a profound and immediate impact on humanity and organizations worldwide. Companies were confronted with a challenging business environment and the growing importance of information and communication technologies (ICT). Entities of all sizes have been exposed to the unprecedented virus-driven need to adapt their business models to rapidly changing requirements. It is already evident that the need for speed will not be temporary – digitization, globalization, automation, analytics, and other drivers of change will also accelerate. To recover and thrive in the contemporary volatile and complex world, leaders will have to quickly adapt to the market and socio-psychological alterations. Agile methodology is not a novelty. For decades, the ICT industry has been using it to improve productivity and motivation, enhance product quality, and shorten the time to market.
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).
Xinxin Jing, Ruchuan Jiang, Zhiguo Chen, Zhi Deng
In recent years, the fund shortage faced by worldwide rural economic development has become a common plight, which cannot be resolved through peasants’ saving and loaning behaviours with rural financial institutions as intermediary agents. Agriculture can hardly be the credit object because of the long agricultural production cycle, slow capital operation, short and concentrated labour time, partially low labour efficiency, and strong dependence on the natural environment (Bianco, 2020). Thus, rural economic development lacks external financing paths (Donou-Adonsou & Sylwester, 2017; Liu & Liu, 2020). The situation is not optimistic in China, either. In the initial years after the founding of New China, financial policies were formulated to solve rural capital constraints and support agricultural development. Since 1978, rural financial development successively experienced four major phases: development recovery, expansion, supplementation and perfection, and deepened reform and innovation.
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.
Kamil Gemra, Piotr Kwestarz, Waldemar Rogowski, Mariusz Lipski
In March 2020, we witnessed enormous turbulence in the global markets caused by the escalation of problems related to the new medical phenomenon of coronavirus (COVID-19) pandemic. High fluctuations of indices were observed during the pandemic, but the crisis caused by fighting the virus was also reflected in firms’ essentials. The uncertainty provoked by the pandemic in the real economy also influenced listed companies. Some of them were forced to restrict or cease their operations temporarily. One of the impacts that this caused relatively quickly was on dividend decisions. Listed companies that had paid dividends for many years faced a difficult decision on whether they should still pay them or instead restrict or cease issuing dividends. The purpose of such actions would be to build a capital and liquidity buffer.
Tao Yin, Yiming Wang
Since it was proposed by Satoshi Nakamoto (2008) at the end of 2008, Bitcoin, as an alternative to conventional currencies, has quickly gained wide attention from the media, investors and scholars. This attention is attributed to its transparency, simplicity, increasing popularity, decentralized peer-to-peer system and self-regulation. There is a growing interest in studying the general dynamics of Bitcoin market. For instance, diversification was measured (Brière et al., 2015; Bouri et al., 2017; Urquhart & Zhang, 2019; Chaim & Laurini, 2018; Lahmiri et al., 2018), statistical properties and market efficiency were examined (Bariviera et al., 2017; Carbone et al., 2004; Martinez et al., 2018; McCarthy, 2009; Symitsi & Chalvatzis, 2018), liquidity and microstructure were explored (Koutmos, 2018; Dyhrberg et al., 2018; Donier & Bonart, 2015), speculative bubble and risk were investigated (Osterrieder & Lorenz, 2017; Bouoiyour et al., 2015; Klein et al., 2018), regulation was studied (Dwyer, 2015; Tasca & Liu, 2018; Katsiampa, 2017) whilst optimal trading was scrutinized (Ajaz & Kumar, 2018; Li & Tourin, 2016; Yi et al., 2018).
Romina Cheraghalizadeh, Jaroslava Dědková
The hotel industry has turned out to be one of the most competitive industries in the world. The competition among hotels forced them to increase the quality of services and improve the relationship with customers. Today business development is fast (Wijaya et al., 2021), and hotels require to deal with ongoing monitoring across a variety of service areas in order to improve the services at the best levels. The service quality is known as a fundamental determinant in differentiating service providers (Mey et al., 2006). It is an important element in customers’ initial decision-making, and their return intention. However, in today’s business world, hotels may face major challenges, such as frequent changes in customers’ preferences, and demands that are more complex. Therefore, there is room for this question of whether the perceived service quality is a sufficient stimulant to retain a relationship in a long term?
Ottó Bartók, Jana Matošková
E-commerce is one of the modern trends that is emerging in connection with the development of information technology. Turban et al. (2015) state that e-commerce is a form of business that uses an online environment, and the Internet is just a factor that connects the seller and the buyer. The fast growth of e-commerce in the last few years in most European countries (Eurostat, 2020) brings pressure on companies and the necessity for rapid responses to increasing customer requirements. The reason is simple. Many companies face challenges, such as high competition in some segments of e-commerce, gradual market saturation due to economic growth and development. The shopping behaviour of customers in the e-commerce environment is different from customer behaviour in the traditional setting due to remote access. For e-commerce customers, personalization of services and interactivity are vital (Bucko, 2018).