Use of the Value Chain in the Process of Generating a Sustainable Business Strategy on the Example of Manufacturing and Industrial Enterprises in the Czech Republic

Straková, Jarmila; Rajiani, Ismi; Pártlová, Petra; Váchal, Jan; Dobrovič, Ján

doi:10.3390/su12041520

Cited by 32 publications

(35 citation statements)

References 36 publications

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“…). Empowerment, according toStraková et al (2020), is an integral part of creating a stable organizational culture capable of dealing with new problems. Strong culture, according to the report, is a result of the influence of meaning and moral criteria that individuals, societies, and organizations as a whole embrace.…”

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confidence: 99%

Business strategy: The influence of Strategic Competitiveness on competitive advantage

Ali¹,

Anwar²

2021

EEC

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The study's aim was to look into the different aspects of strategic competitiveness and how they affect competitive advantage in the private sector in Iraq's Kurdistan region. The researchers used four Strategic Competitiveness dimensions to assess the current analysis (Competitive strategies, innovation culture, managerial ethics, and Innovative Ideas). In order to interpret the current analysis, a quantitative methodology was used. The technique or process that the researcher is willing to accept in selecting objects for the sample is referred to as sample design. The research sample was chosen using a random sampling method and was carried out in various banks. A total of 125 questionnaires were distributed, but only 112 participants completed them correctly. Competitive strategies as a Strategic Competitiveness dimension has an important and positive impact on competitive advantage at a 5% level, according to the findings. The findings indicate that the Strategic Competitiveness dimension of Skills & Competencies has an important and positive impact on competitive advantage at a 5% stage. The findings show that entrepreneurial thought has an important and positive impact on the Strategic Competitiveness dimension, with a competitive advantage of 5%. The findings indicate that the Strategic Competitiveness dimension of Innovative Ideas has an important and positive impact on competitive advantage at a 5% stage. Furthermore, all beta values are greater than.001. The modified R2 for all models is quite large (0.693, 0.621, 0.712, and 0.763, respectively), meaning that the models' ability to explain variance in competitive advantage due to variation in independent variables is quite good. The F-value indicates that the explanatory variables in the model are jointly statistically important, and the Durbin-Watson (DW) statistics indicate that the models have autocorrelation.

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confidence: 99%

Business strategy: The influence of Strategic Competitiveness on competitive advantage

Ali¹,

Anwar²

2021

EEC

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“…The authors of this contribution believe that knowledge of suitable situation analysis methods is one of the basic managerial competencies that managers, especially top managers, should possess [10,[29][30]. This opinion is supported by the partial results obtained by means of a research survey.…”

Section: Introductionmentioning

confidence: 79%

Current Managerial Competencies in Strategic Management and Decision-Making in the Czech Republic

2021

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Despite the increasingly strong paradigm of management, which is especially visible in the corporate management sector, there have been changes in the perception of strategic management and decision-making. An important indicator of this process is the level or the application of managerial competencies in practice. Extensive research, which was started by the Department of Management of the Institute of Technology and Business in České Budějovice in 2016, and is still going on, has shown the lack of literacy of managers in this field, especially in the case of older managers. From the perspective of objective scientific knowledge, it can be stated that in scientific and research terms, there is a significant deficit in the corporate sector; the transfer of new knowledge in practice is stagnant or non-existent. This makes the situation all the more urgent, as managers who possess knowledge of this issue consider their knowledge to be obsolete and only partly applicable in terms of their needs for business management. The basic prerequisite to remedy this unfavourable situation consists in knowing the actual situation of individual companies of various sizes and the sectors of the national economy. The submitted contribution presents partial results in terms of the knowledge and application of internal and external strategic analyses by companies operating in the Czech Republic. The research included a set of 456 companies from the entire Czech Republic (109 micro-companies, 140 small companies, 124 medium-sized companies, and 83 large companies). The results revealed a critical state in terms of managerial competencies and skills in companies in the Czech Republic concerning the knowledge and application of strategic situation analysis methods. More than 50% of managers appeared to have only minimum knowledge of this issue.

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“…The role of management practices in the success of energy organizations is not negligible because management practices are the backbone of any organization [3][4][5][6][7]. Energy organizations are facing drastic economic and environmental issues; therefore, the sector inevitably requires transparent tools and production to be set up, which is only possible through the deployment of concurrent management practices, because sluggish management practices lead to dormancy and inadequate performance [8,9].…”

Section: Introductionmentioning

confidence: 99%

Secondary Energy Sources and Their Optimization in the Context of the Tax Gap on Petrol and Diesel

et al. 2021

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This paper presents an energy management strategy for secondary energy sources and their optimization in the context of the tax gap on mineral oils represented by the tax gap on petrol and diesel. Energy companies face drastic economic and environmental challenges; therefore, this area necessarily requires the setting up of transparent economic instruments and, of course, production. The tax gap in VAT collection represents the gap between how much the state could potentially collect from VAT in accordance with the law and how much VAT really comes into the state coffers. The loss of tax revenues is caused by unpaid and undeclared tax liability. The Estimation of the Gap on Corporate Tax in Slovakia is a pilot project of the International Monetary Fund (IMF) in cooperation with the Institute for Financial Policy (IFP). The results present the estimation of the tax gap within a two-year delay. It is necessary to consider the estimation of the tax gap in the last two years as preliminary due to possible revisions of the national accounts data. Estimations of the tax gap from 2010 to 2017 indicate a decreasing trend. The significant part of the tax gap decrease can be observed from 2014. The main factor, which determines this decrease, is the improving condition of the Slovak economy. From the point of view of the tax gap, the volume of losses is decreasing and the volume of profit, from which the tax is paid, is increasing.

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Use of the Value Chain in the Process of Generating a Sustainable Business Strategy on the Example of Manufacturing and Industrial Enterprises in the Czech Republic

Cited by 32 publications

References 36 publications

Business strategy: The influence of Strategic Competitiveness on competitive advantage

Business strategy: The influence of Strategic Competitiveness on competitive advantage

Current Managerial Competencies in Strategic Management and Decision-Making in the Czech Republic

Secondary Energy Sources and Their Optimization in the Context of the Tax Gap on Petrol and Diesel

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