Strategic Performance Management System and Corporate Sustainability Concept - Specific Parametres in Slovak Enterprises

Rajnoha, Rastislav; Lesníková, Petra

doi:10.7441/joc.2016.03.07

Cited by 56 publications

(48 citation statements)

References 16 publications

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“…The concept of social convergence is being discussed in this article, however, it is worth introducing that conception briefly (Rajnoha & Lesníková, 2016). In short, the term 'social convergence' reflects the idea of decreasing inequalities in inhabitants' well-being (standard of living or quality of life).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Is the Regional Divergence a Price for the International Convergence? The Case of the Visegrad Group

Kuc‐Czarnecka¹

2017

JOC

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The main goal of this article is to verify whether the Visegrad Group countries are achieving social convergence at national level at the expense of internal divergence. For this purpose, the existence of social beta-, sigma-and gamma-convergence at national and regional level was tested. The author of this article decided to tackle the convergence problem since there is a high risk that countries are trying to catch up at international level even at the expense of increasing internal differences. This trade off could be framed as undesirable from a cohesion policy point of view. Achieving convergence is not only important for inhabitants' standard of living but for regions' and countries' competitiveness as well. In today's turbulent and globalised world, regions must become more resilient and competitive, and this cannot be done without adequate human capital. Dealing with present unsustainable trends of many kinds, regions are forced to create the best living conditions in order to avoid the brain drain. In this article, a spatial taxonomy measure of development (Pietrzak, 2016) was used to compare the Visegrad Group countries performance with respect to their internal cohesion in the period of 2004-2014. It seems that the inclusion of spatial relationships is justified because nowadays, no region develops in isolation. Therefore, the situation in each region is influenced by neighbourhood.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Is the Regional Divergence a Price for the International Convergence? The Case of the Visegrad Group

Kuc‐Czarnecka¹

2017

JOC

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“…It is very important to be able to respond to current market needs and keep pace with the market environment (Korauš et al, 2017;Dobrovič, J. et al, 2016;Civelek, et al, 2016;Merkova et al, Musova, 2016;Nadanyiova, 2016;Belás et al, 2015;Dobrovič et al, 2011) Maintaining competitiveness on the market is not easy. Belás & Sopková (2016), Rajnoha & Lesníková (2016), Vojtovic (2016) and Koisova et al (2017) claim that the business environment in Slovakia and the Czech Republic is characterized by a relatively low level of competitiveness. As a result, it is important to be prepared to respond to market demands and be prepared to receive change.…”

Section: Introductionmentioning

confidence: 99%

Examination of Factors Affecting the Implementation of Organizational Changes

Dobrovič¹,

Timková²

2017

JOC

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Organizational changes have a major impact on the competitiveness, growth, efficiency, and survival of any organization. This article deals with the issue of an organizational change and its management. The main objective of the research is to verify the existence of a statistically significant relationship between selected factors and the success of organizational changes in Slovak companies. In the short theoretical introduction, the article explains basic aspects of change management. The main part of the article deals with the analysis of variables affecting the outcome of changes taking place in companies. The empirical survey was carried out using the questionnaire method. The questionnaire was distributed to employees from different types of companies where the changes took place. The survey sample consists of 287 respondents. To test the statistical hypotheses, we used the Spearman's correlation coefficient. The test hypotheses were processed through the program Gretl. Based on the tested relationship between the variables, a significant relationship between the variables was found -the time needed to prepare and implement the change and the success of the change. Other variables also showed an impact on the final outcome of the change. It has been shown that the process of planning changes, checking upon changes, and the time needed to implement changes have an important role and a major effect on the ultimate success or failure of change in a company.

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“…The examination of the performance management and measurement system worldwide, in former centrally planned economies and also especially in condition of Czech Republic and Slovakia is dedicated several research studies: the strategic orientation in the performance management (Morgan, Strong 2003); the SPMS -strategic measurement performance system (Bisbe, Malagueňo 2012;Gimbert et al 2010); the impact of corporate governance on business performances in Romania (Achim et al 2016); the role of SME sector in the economy and necessity of innovations and entrepreneurship in business in the era of global competition (Czarniewski 2016); the SPMS on the base of managerial information support and Business Intelligence Zámečník, Rajnoha 2015); the business process performance measurement system (Tuček et al 2013); a model for the entrepreneurial orientation measurement (Belás, Sopková 2016); the model of specific factors in performance management (Rajnoha, Lesníková 2016); the model of specific factors in foreign trade (Dubravská et al 2015); analysis of a key competitive factor in the steel industry in Slovakia and Poland (Štefko et al 2012); the relationship between customer satisfaction and financial performance on the case of banking sector (Belás, Gabčová 2016;Korauš et al 2015); the impact of the use of BSC on financial business performance in Czech Republic (Knápková et al 2014); the critical success factors of implementation of the BSC (Šoltés, Gavurová 2015); the combination the BSC with the DEA method in industrial companies (Kádárová et al 2015). Jin et al (2015) evaluate the effects of M&A on acquirers' financial performance.…”

Section: Theory and Literature Reviewmentioning

confidence: 99%

Business Performance Management and Fdi: Key Differences Between Foreign and Domestic-Owned Firms – A Case of Slovakia

Rajnoha

Merková

Dobrovič

et al. 2018

Journal of Business Economics and Management

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Abstract. The empirical study defines typical investment behaviour of foreign-owned firms against local firms and highlights benefits and any discrepancies of foreign capital. The paper focuses on industrial enterprises in Slovakia mainly from the automotive, engineering and wood-processing industry (N = 164). Results show the significant dependence of foreign ownership and better business performance compared with domestic firms. The performance was expressed through ROE indicator. Enterprises with the foreign participation of property achieve better performance, most typically with ROE above 10% (p-value < 0.05). The better performance, as well as distinctive feature of intangibles and research & development investments, are typically in foreign-owned firms. Intangibles and R&D as crucial investments do not directly cause better business performance in foreign-owned firms, and we discuss the reasons. The research results offer relevant and interesting implications for managers behaviour, also public authorities as well as motives for further investigation of the business performance management and foreign direct investment issues.

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Strategic Performance Management System and Corporate Sustainability Concept - Specific Parametres in Slovak Enterprises

Cited by 56 publications

References 16 publications

Is the Regional Divergence a Price for the International Convergence? The Case of the Visegrad Group

Is the Regional Divergence a Price for the International Convergence? The Case of the Visegrad Group

Examination of Factors Affecting the Implementation of Organizational Changes

Business Performance Management and Fdi: Key Differences Between Foreign and Domestic-Owned Firms – A Case of Slovakia

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