Research background: The success of family businesses abroad is not measured by profit, but is judged by the number of generations that have successfully mastered the succession process. This is why family businesses in Slovakia should also focus on long-term existence. Succession in a family business must be prepared with sufficient time in advance, as this is one of the most risky moments of its future. Purpose of the article: Successful management of the succession process in family businesses requires several years of preparation in different areas. The aim of this paper is to assess the readiness of Slovak family companies to owner generational change in application of selected factors in ensuring the smooth transmission of family businesses to the younger generation. Methods: The method of research was a questionnaire based on a 5-degree Likert scale, where the respondents expressed the degree of their agreement or disagreement with the particular statement. The questionnaire was filled by sample of 412 respondents — 206 family business owners and their 206 successors (son/ daughter). The statistical relations and correlations between variables were performed by Cronbach alpha, Spearman test, Kruskal-Walis test using EXCEL and SAS Enterprise Guide 7.1. programs. Findings & Value added: Slovak family companies have already passed or they are in the process of preparing or implementing the first generational change. We cannot be compared yet with family companies in Germany, USA or the Nether-lands because these firms are in the process of the fourth generation change in the ownership. The added value of this paper is the identification of deficiencies and reserves that prolong or expel the process of successful company transfer to a young generation. It is related to human capital — the professional competence of the successor and the willingness of the founder to leave, the absence of important business documents, or the effort to cope with the process itself.
Recognising that implementing an agricultural enterprise impacts the state of the environment, its ecological stability, and the self- regulatory capabilities of ecosystems, the aim of this paper is to acquaint the professional and lay public about the attitudes of Slovakian agricultural enterprises towards environmental protection and sustainable development. The paper draws attention to present methods, techniques, and tools that enterprise management are applying for the purpose of meeting and overcoming environmental challenges. The data for this research were obtained from controlled interviews and a questionnaire survey conducted across more than 90 agricultural enterprises. Based on the data outcomes, research premises and formulated research hypotheses put forward are verified by using Friedman, Wilcoxon, Kruskal–Wallis, and Pearson chi-square tests. Discussion of the findings points out that although Slovakia is not yet one of the most polluting countries, promoting the application of environmental protection approaches for sustainable development is of the essence. The most important agriculturally related step, mitigating environmental degradation, is to promote changes in the moral values of agricultural enterprises and the society through enhanced environmental awareness and application practices.
The aim of this scientific paper is to present recent development trends in the management of agricultural holdings in the Slovak Republic. Furthermore, the objective is to identify new trends in managerial competencies, the factors that represent key conditions for the business success of agricultural holdings, respectively the obstacles to increased competitiveness, and identify new trends in the utilization of progressive methods, techniques, tools and approaches to management. Several research hypotheses and scientific assumptions were set related to the purpose of the scientific contribution. Mathematical and statistical methods were applied for the statistical testing of the hypothesis – nonparametric tests. The results of a questionnaire survey were used as a source of data and this involved 96 top managers employed in agricultural holdings in the Slovak Republic. Stemming up from the results of our survey, managers among the others tools apply outsourcing (46, 88 %), diversification (92, 71 %) and information technologies (56, 99 %). The results confirm that although managerial approaches and methods have changed significantly as a result of multiple socio‑political and economic transformations, managers need to pay greater attention to environmental aspects, to transfer of innovations and to project management and knowledge management.
Business practice requires creativity to be considered an important part of management because innovation is the result of it. The aim of the paper is to find out how is the creativity of employees supported in food enterprises in Slovakia. After evaluating the information obtained from structured interview and questionnaire based on the 5-degree Likert scale, there were used one way ANOVA Kruskal-Wallis test as well as Cronbach alpha and Spearman’s correlation tests. The survey also highlighted the significant innovation potential of food enterprises in Slovakia. Innovation and creativity development activities can be stimulated through the use of various techniques, with some having a specific effect on a subset of innovation types and others being applicable to a wide variety of innovations.
The main goal of the paper is to evaluate the perception and acceptance of change by human resources in companies in Slovakia and to propose specific recommendations to increase the involvement and active approach of business representatives in the interest of business sustainability. Based on the set goal, the issue of perception and attitudes of employees were evaluated through data obtained by a questionnaire survey through a sample survey in 816 companies operating in the Slovak Republic. The obtained data were analyzed using association analysis by application of the independence test based on formulated hypotheses and the found dependencies were presented by correspondence analysis. Innovative activities of companies do not always have to be perceived only positively by employees and it is also appropriate to consider the opposite behavior of employees. To minimize adverse events, we recommend companies formulate appropriate strategies to reduce and overcome the effects of negative attitudes to organizational change and then implement them appropriately, which is essential for the successful implementation of innovative practices.
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