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New Articles – Business Administration and Management


GENERATION Y AND GENERATION Z EMPLOYMENT EXPECTATIONS: A GENERATIONAL COHORT COMPARATIVE STUDY FROM TWO COUNTRIES

Dana Egerová, Lenka Komárková, Jiří Kutlák

Generational differences in various workrelated characteristics such as work values, motivational drivers, preferences and workplace expectations have become a widely discussed research and intervention topic in recent years (Lyons & Kuron, 2014; Campbell et al., 2015; Sobrino-De Toro et al., 2019). The growing interest reflects the impact of the demographic, economic and technological shifts in society on the world of work and on how organisations maintain a multigenerational workforce (Lub et al., 2016). In recent years, research has primarily focused on the members of three generations (Baby Boomers, Generation X and Generation Y) to explore the features that differentiate these generations from each other in terms of workplace values, expectations, attitudes and organisational outcomes (Moore et al., 2015). At present, the next generation of employees – Generation Z – is about to enter the labour market, which will present challenges and opportunities for both researchers and companies (Knapp et al., 2017; Rodriguez et al., 2019).
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TRENDS IN CULTURAL INTELLIGENCE RESEARCH IN THE CONTEXT OF INTERCULTURAL MANAGEMENT

Miroslav Jurásek, Petr Wawrosz

Cultural intelligence (CQ) is the ability to effectively function in a culturally diverse environment and succeed in such environment (Ang et al., 2007). CQ gives people and organizations a competitive advantage in international markets (Ang & Inkpen, 2008; Groves & Feyerherm, 2011) and is seen as a prerequisite for the success of any subject in an international environment (Elenkov & Manev, 2009; Creque & Gooden, 2011; Groves & Feyerherm, 2011; Livermore, 2015). Present success or failure in an international and intercultural environment is strongly affected by intercultural sensitivity, cultural intelligence, and ‘cross-cultural competencies’ as an overarching way of thinking (Johnson et al., 2006). These competencies make people more capable of making important global strategic decisions and communicating better on an intercultural level.
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THE DETERMINATION OF FINANCIAL STRUCTURE IN AGRICULTURE, FORESTRY AND FISHING INDUSTRY IN SELECTED COUNTRIES OF CENTRAL AND EASTERN EUROPE

Petra Růčková, Nicole Škuláňová

Every company needs financial resources for its business activities before its establishment and during its existence. For accounting purposes, these funds are arranged in the balance sheet, in which they form a part called the capital or financial structure, which, including both longterm and short-term sources of funding, is the subject of this research. In addition to the time structure, the financial structure is further divided into equity and debt sources of financing. The question that economists have been trying to answer for more than half a century is “what the right ratio of equity and debt sources of funding is?” We could find studies of various years, such as Modigliani and Miller (1963), Bradley et al. (1984), Bokpin (2009), Orlova et al. (2020), Růčková and Stavárek (2020) or Jin (2021). Unfortunately, even in such a long time, no answer has been found, because the balance of funding sources is influenced by a number of factors and therefore, countless studies dealing with this issue are still being published. In view of this fact, there is no general theory of capital structure, as stated by Myers (2001).
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DRIVERS OF ECONOMIC PERFORMANCE: WHAT CAN WE OBSERVE IN THE CZECH FOOD INDUSTRY?

Gabriela Trnková, Zdeňka Žáková Kroupová

The production of food products is one of the strategic branches of the manufacturing industry, as it supplies food to the market and thus ensures the diet of the population. In 2018, based on data from the Ministry of Industry and Trade (MPO, 2019), the food industry accounted for 5.4% of the total value added of the manufacturing industry. Furthermore, 7.6% of employees in the total number of manufacturing industry workers demonstrate social importance, however, with a significant wage disparity compared to other sectors of the manufacturing industry. The business structure of the Czech food industry is represented mainly by small and medium-sized enterprises and so the importance of this sector is also irreplaceable from rural development point of vies. However, in a strong competitive environment, more and more production concentration and at the same time specialization are manifested.
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PERCEPTION OF INTELLECTUAL CAPITAL AND ITS IMPACT ON BUSINESS SUSTAINABILITY: EVIDENCE FROM SMALL, MEDIUM, AND LARGE ENTERPRISES

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.
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