From the beginning of 2020 to the end of 2021, a nationwide survey was conducted to examine business interruption due to the COVID-19 pandemic and to identify the impact of the pandemic on SMEs in the Slovak Republic. It also focused on identifying areas such as risk management with BCM, and crisis management within individual enterprises. The survey was carried out using a questionnaire distributed to SMEs operating in the country. Based on the questions from the questionnaire, four research hypotheses were developed. Based on the results of our investigation, we found that enterprises cannot correctly assess their capability level and manage risks effectively, potentially exposing themselves to further threats arising from such a relationship. There is a correlation between the business sector and the extent to which an enterprise has been affected by a pandemic. Enterprises with implemented risk management areas had operations halted for shorter periods than enterprises without implementation. There is a relationship between business sectors and the extent to which they were affected by the pandemic. The discussion concludes that the pandemic posed a type of threat for which several SMEs were unprepared. At the same time, no established risk minimization procedures would address this issue. Effective implementation of risk management as prevention or crisis management as response and application of BCM principles is one of how enterprises could prepare for risks and crises and increase their resilience.
This article focuses on the need to apply the principles and procedures of risk management and crisis management as tools for increasing resilience and responsiveness in the environment of sports organizations and sports entrepreneurs. In this context, risk management is seen as a prevention tool. Crisis management, on the other hand, plays the role of a means aimed at the ability to respond correctly to an incipient or ongoing crisis to minimize its negative effects. In the first part, the article points out the specifics of the environment in which sports organizations operate and in which sports entrepreneurs carry out their business activities. In the second part, the article discusses the roles of crisis management and risk management in the phase of prevention and response to crises and, above all, their specific impact on the environment of sports organizations. Based on the above, the article shows how it is appropriate to implement the described procedures and processes so that they correspond as closely as possible to the specific requirements of organizations and optimize their functioning in this environment.
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