Strategic Trends of Organizations in the Context of New Perspectives of Sustainable Competitiveness

Abstract

The business that is not focused solely on short-term profits and takes sustainability principles into account can be called a sustainable business. In contrast, the sustainable competitive advantage is the basis of business performance. This article discusses the benefits of selected strategic trends for sustainable competitiveness. The sustainability approach has rarely been considered in the competitiveness studies examined. An appropriate framework for its sustainable competitiveness requires taking into account the economic, socio-cultural, and environmental dimensions on the one hand and the consideration of all stakeholders on the other one. While global corporations have been integrating sustainable business into their strategies, this important step to make still awaits Czech organizations. The main goal of the study was to identify strategic trends implemented by the selected Czech organizations aiming at ensuring competitive advantage and evaluating the orientation of organizations depending on the selected variables. The factor analysis was used (principal component method, varimax method), and the dependencies of the organizations´ orientation and the identifying variables from the questionnaire survey (n1 = 183) and focus groups (n2 = 8) were tested. The results from the questionnaire survey and focus groups have revealed six factors, namely, the integrated management system, employee development, CSR reporting, the organizational structure for innovation development, succession planning, and knowledge continuity.

Eco-friendly hotels and guesthouses as a new opportunity for resilience and sustainability: Evidence from the Czech Republic

“…There are only hints of this system when applying some elements of social responsibility. It is more than desirable that managers, employees, and guests are educated on sustainability, as shown in researches [ 3 , 5 , 76 ]. Comparing hotels and guesthouses found similar values for waste separation (89% vs. 88%).…”

“…Accommodation facilities are central to regional economic development and help local communities [ 43 , 55 – 59 ], with tourism considered a catalyst for economic growth [ 60 , 61 ]. However, there are numerous efforts to ensure business sustainability [ 5 , 62 , 63 ]. Using sustainable practices has led many accommodation facilities to comply with environmental legislation [ 41 ] and apply elements of the bioeconomy, environmental management system, and social responsibility beyond legislation in their operations [ 21 , 64 ].…”

“…Sustainability and corporate social responsibility (CSR) are increasingly critical strategic issues in an isochronous business environment [ 1 – 3 ]. The values associated with sustainable business are finding their way into the foundations of corporate development strategies [ 4 , 5 ], and it is the same in the case of accommodation facilities [ 6 , 7 ]. The triple bottom line approach [ 8 , 9 ], which arose from frustration with traditional, financially focused measures of business performance, suggests that decision-making criteria should also include social and environmental factors instead of focusing solely on profit maximization [ 10 ], as the concept promotes the evaluation of overall business performance based on three critical areas: profit, people and planet [ 11 ].…”

A new perspective for European SMEs’ innovative support analysis: Does non-financial support matter?

“…Collaboration-induced policies should be implemented along with the necessary support systems, such as science parks, SMEs' incubators, and cluster initiatives with firm coordination and supervision to strengthen SMEs’ innovation performance. Member states should focus on the country-specific conditions necessary to improve the innovative ecosystem through the specific support for lagging conditions, as proposed by Prokop et al [ 61 , 62 ], Stejskal et al [ 63 ] or Halaskova et al [ [64] , [65] , [66] ].…”

Sustainable strategy as a lever for corporate legitimacy and long-term competitive advantage: an examination of an emerging market multinational

“…Moreover, companies’ engagement in cross-organizational relationships and their partnerships with different stakeholders creates a network of partnerships to learn, share experiences, build knowledge and gain the legitimacy that aligns the sustainability strategy and creates share value for all the stakeholders (Vrabcova et al , 2022).…”