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The concept of CSR has been gradually created on the concept of corporate altruism, and its existence is supported by the conclusion of several professional studies on the positive link between social responsibility and financial performance. The broader approach to this issue also takes indirect links into account. The most common outcomes are that this relationship is more layered, and positive effects prevail. At the same time, other, no less important benefits are highlighted, especially that of strengthening the company’s reputation, reducing (transaction) costs and risks, strengthening the strategic competitive advantage and, last, but not least, creating conditions for the synergy of information and values that benefit everyone (Carroll, 2015). Strategic Corporate Social Responsibility (SCSR) has been in mainstream CSR theory since the beginning of the new millennium, but the first signs of such an approach to. CSR can be found as early as the 1990s (Burke & Logsdon, 1996).

This paper describes the characteristics and principles of the MBI (Management of Business Informatics) model developed at the Department of Information Technologies, University of Economics in Prague. The aim of the MBI model is to offer IT professionals in charge of information technology management in organizations a comprehensive methodological support based on industry best practices.

In this paper we focus on the importance of including the decisions made by the firm’s management in the factors that explain firm market exit. In so doing, we acknowledge both theoretical and empirical findings regarding the wide array of firm market exit determinants that include also the impact of the firm’s managers and their decisions that may in many instances even be the decisive cause of the firm’s market exit.

When reviewing strategic thinking, we realize how this phenomenon has gone through different phases and semantic contexts. With a millennium distancing the word from its origins, the word strategy has had several meanings but without ever losing its semantic roots. In the beginning, strategy took on a military significance and represented the action of commanding or leading armies in times of war, i.e. a military campaign.

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).