Case Study on Employee Competence Regarding Competitiveness and CSR Issues of the Forest Industry Companies

Abstract

t would be helpful if the companies operating in the forest industry in Latvia in the management process used advantages of strategic management. To make further progress in competitiveness management, the developed strategy should be effectively managed and the achieved progress - assessed. [8.;13.;14.] The strategy consists of the intended activities and the required improvements. [5.] The aim of the case study on forest industry employees competitiveness competence is to find out internal problems of the companies operating in the forest industry, as well as to provide recommendations to balance potential changes of the external environment of forest industry. [9.] If to choose optimal and economically, socially and environmentally balanced way of the development, an appropriate strategy and tactics of competitiveness management, based upon employees competence within the industry competitiveness and CSR should be applied.

Model of the Factors Influencing Competitiveness of the Latvian Fisheries Sector Cluster

“…The main success factor of a company is profit; however, in order to gain it, increasing sales volume shall be ensured by lowering production costs that may be done with the help of marketing activities (Fedotova & Geipele, 2009) and the appropriately chosen marketing strategy (Simpson & Taylor, 2002). Taking into account the fact that implementation of marketing activities in a company is a complicated process which is influenced by various internal and external factors (for instance, lifetime of a company, the aim, knowledge and attitude of company's manager, competition, etc.…”

“…Frequently, exactly the lack of knowledge and experience in the companies hinder them from efficient work; therefore, they face problems when competing with foreign companies possessing decades of experience (Fedotova & Geipele, 2009). Besides, transformation of knowledge and contacts from the world's leading universities by inviting various lecturers is an efficient way of education development and internationalisation (Troen, 1992).…”

“…(Kučinskis, 2004;. Collaboration shall be based on the loyalty and initiative (Fedotova & Geipele, 2009). Events supporting competence (seminars, trainings, excursions, etc.…”

“…If we take competition as an emulative action of economic subjects, then competitiveness is "the subject's qualities, giving it an opportunity to complete the actions, which allow succeeding in the rivalry" (Mihailovs, 1999). Competitiveness along with the concept of competition is one of the most important categories describing the commodity and service market, as well as one of the most significant factors of entrepreneurship influencing any company in the economic sector (Fedotova & Geipele, 2009).…”

“…It is an indicator of successful company's activity, influencing the development of an enterprise and further growth prospective (Fedotova & Geipele, 2009). Company's competitiveness is the ability to produce goods and to provide services of higher quality for lower costs compared to the ones offered by domestic and international competitors.…”