PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

An integrated model of corporate environment, including value chain, as a competitiveness tool for small and medium enterprises

Treść / Zawartość
Identyfikatory
Warianty tytułu
PL
Zintegrowany model środowiska korporacyjnego, w tym łańcuch wartości, jako narzędzie konkurencyjne dla małych i średnich przedsiębiorstw
Języki publikacji
EN
Abstrakty
EN
This contribution presents a new approach to corporate environment which uses an integrated model as a tool to achieve competitiveness of enterprises with a focus on small and medium enterprises. According to our search in local and international literature, corporate environment defined in this manner, including an analysis of value chain, in order to formulate a business strategy, has not been yet investigated in any study. Our testing group consisted of 373 small and medium enterprises. Our solution utilized methods of dimensional reduction and gradual regression analysis. The objective of our research was to analyze significance of components of the corporate environment (micro environment, mezzo environment and macro environment) and of the value chain from the viewpoint of their effects on profitability of enterprises. We have demonstrated an irreplaceable role of internal sources depending on the mezzo environment.
PL
W artykule przedstawiono nowe podejście do otoczenia korporacyjnego, które wykorzystuje model zintegrowany jako narzędzie do osiągania konkurencyjności przedsiębiorstw ze szczególnym uwzględnieniem małych i średnich przedsiębiorstw. Z naszych poszukiwań w literaturze lokalnej i międzynarodowej wynika, że tak zdefiniowane otoczenie korporacyjne, w tym analiza łańcucha wartości w celu sformułowania strategii biznesowej, nie zostało dotychczas zbadane w żadnym opracowaniu. Nasza grupa testowa składała się z 373 małych i średnich przedsiębiorstw. W naszym rozwiązaniu wykorzystano metody redukcji wymiarów i stopniową analizę regresji. Celem naszych badań była analiza znaczenia komponentów otoczenia korporacyjnego (mikrośrodowiska, mezzotoczenia i makrootoczenia) oraz łańcucha wartości z punktu widzenia ich wpływu na rentowność przedsiębiorstw. Pokazaliśmy niezastąpioną rolę źródeł wewnętrznych w zależności od środowiska mezzo.
Rocznik
Strony
370--384
Opis fizyczny
Bibliogr. 51 poz., tab.
Twórcy
  • Institute of Technology and Business in České Budějovice, Department of Management
  • Institute of Technology and Business in České Budějovice, Department of Management
  • Institute of Technology and Business in České Budějovice, Department of Management
  • Institute of Technology and Business in České Budějovice, Department of Management
autor
  • Institute of Technology and Business in České Budějovice, Department of Management
Bibliografia
  • 1.Adamik, A., Nowicki, M. and Szymańska, K., (2018). Openness to co-creation as a method of reducing the complexity of the environment and dynamizing companies’ competitive advantages. Management & Marketing. Challenges for the Knowledge Society, 13(2), 880-896.
  • 2.Adner, R., Zemsky, P., (2006). A demand-based perspective on sustainable competitive advantage. Strategic management journal, 27(3), 215-239.
  • 3.Balkyte, A., Tvaronačivienie M., (2010). Perception of competitiveness in the context of sustainable development: Facets of “sustainable competitiveness”. Journal of Business Economics and Management, 11(2), 341-365.
  • 4.Caiazza, R., Richardson, A. and Audretsch, D., (2015). Knowledge effects on competitiveness: from firms to regional advantage. The Journal of Technology Transfer, 40(6), 899-909.
  • 5.Capon, C., (2009). Understanding the business environment: inside and outside the organisation (3rd ed.). NY: Prentice Hall/Financial Times.
  • 6.Chen, Y. G., Kan, T. Y., Wu, Y. and Zheng X. S., (2019). Analysis on The Value-Added Share of China's Service Export from the USA, Japan and the EU: A Study of China's Service Trade. Transformations in Business & Economics, 18(3C), 447-467.
  • 7.Chiaromonte, F., Cook, R. D. and Li, B., (2002). Sufficient dimension reduction in regressions with categorical predictors. Annals of Statistics, 30(2), 475-497.
  • 8.Cook, R. D., (1998). Regression Graphics: Ideas for Studying Regressions Through Graphics. NY: Wiley.
  • 9.Cook, R. D., Lee, H., (1999). Dimension Reduction in Binary Response Regression. Journal of the American Statistical Association, 94(448). 1187-1200.
  • 10.Cselényi, J., Illés, B., Kovács, G., Bálint, R. (2005). Network of North-East Hungarian Logistical Centres and Logistical Clusters, [in:] 3rd International Logistics and Supply Chain Congress. November 23-24, Istanbul, Turkey.
  • 11.De Vries, Van Rensburg, A., (2007). Enterprise architecture - new business value perspectives. Unpublished paper. Department of Industrial and Systems Engineering, University of Pretoria.
  • 12.Duric, G., Todorovic, G., Dordevic, A. and Tisma, A. B., (2019). A new fuzzy risk management model for production supply chain economic and social sustainability. Economic Research-Ekonomska Istrazivanja, 32(1), 1697-1715.
  • 13.Evans, N., Campbell, D. & Stonehouse, G., (2011). Strategic management for travel and tourism. NY: Routletge.
  • 14.Feller, A., Shunk, D. and Callarman, T., (2006, March). Value Chains Versus Supply Chains. Retrieved September 1, 2017, from http://www.bptrends.com/bpt/wp-content/publicationfiles/03-06-ART-ValueChains-SupplyChains-Feller.pdf
  • 15.Ferdous, S., Ikeda, M., (2018). Value creation and competitive advantages for the Shrimp industries in Bangladesh: A value chain approach. Journal of Agribusiness in Developing and Emerging Economies, 8(3), 518-536.
  • 16.Frynas, J. G., Mellahi, K., (2011). Global strategic management. New York: Oxford University Press.
  • 17.Ginter, P. M., Duncan, W. J., & Swayne, L. E., (2013). Strategic management of health care organizations (7th ed.). San Francisco, CA: Jossey-Bass.
  • 18.Glodowska, A., Pera, B. and Wach, K., (2016). The International Environment and Its Influence on the Entrepreneurial Internationalization of Firms: The Case of Polish Businesses. Problemy Zarządzania, 14(3), 107-130.
  • 19.Gomes, E., (2011). Mergers, acquisitions, and strategic alliances: understanding the process. New York: Palgrave Macmillan.
  • 20.Hill, Ch. W. L., Jones, G. R., (2009). Essentials of strategic management (2nd ed.). Mason: South-Western/Cengage Learning.
  • 21.Hiryyappa, B., (2008). Strategic Management for Chartered Accountants. New Age International Pvt Ltd Publishers.
  • 22.Ignasiak-Szulc, A., Juscius, V. and Jelena, B., (2018). Economic Evaluation Model of Seaports' Performance Outlining Competitive Advantages and Disadvantages. Inzinerine Ekonomika-Engineering Economics, 29(5), 571-579.
  • 23.Jain, T. R., Trehan, M., & Trehan, R., 2014. Business Environment. FK Publications.
  • 24.Kaplan, R. S., Norton, D. P., (2007) Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review, 151-161.
  • 25.Kaplan, R. S., Norton, D. P. and Rugelsjoen, B., (2010) Managing Alliances with the Balanced Scorecard. Harvard Business Review. 114-121.
  • 26.Kot, S., (2018). Sustainable Supply Chain Management in Small and Medium Enterprises. Sustainability, 10(4).
  • 27.Kovács, G., Cselényi, J., Somogyvári, Z. (2007). Method and Conception for Formation of Microregional Virtual Logistics Networks, [in:] OGÉT International Engineering Conference. April 26-29, Cluj-Napoca, Romania.
  • 28.Magretta, J,. (2012). Michael Porter jasně a srozumitelně. Praha: Management Press
  • 29.Malach, A. et al., (2005). Jak podnikat po vstupu do EU. Praha: Grada.
  • 30.Mango, N. et al., (2018). Maize value chain analysis: A case of smallholder maize production and marketing in selected areas of Malawi and Mozambique. Cogent Business & Management, 5(1),
  • 31.Mango, N., Mapemba, L., Tchale, H., Makate, C., Dunjana, N. and Lundy, M., (2015). Comparative analysis of tomato value chain competitiveness in selected areas of Malawi and Mozambique. Cogent Economics & Finance, 3, 1088429.
  • 32.McCullagh, P., Nelder, J. A., (1989). Generalized linear models (2nd ed.). Boca Raton: Chapman & Hall/CRC.
  • 33.Murray-Webster, R., Williams, G., (2010). Management of risk: guidance for practitioners (3rd ed.). Norwich: The Stationery Office.
  • 34.Pall, G. A., (2000) The Process Centered Enterprise: The Power of Commitments. Boca Raton, FL: St. Lucie Press.
  • 35.Porter, M. E., (2012). Recent Developments in Competitiveness and Strategy. Porter Prize Conference, Hitotsubashi University. Graduate School of International Corporate Strategy, Tokyo, Japan, December 5, 2012.
  • 36.Porter, M. E., (2015).Shared Value and Strategy. Paper presented at the Shared Value Leadership Summit, FSG, New York, NY, May 12, 2015.
  • 37.Putri, M. I., Harsanto, B., (2016). Value Chain Analysis in Small Business Conte. In Proceedings of the 2016 global conference on business, management and entrepreneurship (pp. 309-313). Paris, France: Atlantis Press.
  • 38.Rutkauskas, A. V., (2008). On the sustainability of regional competitiveness development considering risk / Apie regiono konkurencingumo plėtros tvarumą atsižvelgiant į riziką. Technological and Economic Development of Economy, 14(1), 89-99.
  • 39.Sahi, G. K., Gupta, M. C. and Lonial, S. C., (2018) Relating strategic market orientation and market performance: role of customer value types. Journal of Strategic Marketing, 26(4), 318-338.
  • 40.Saragih, R., Rahayu, A. and Wibowo, L. A., (2017). External environment impact on business performance in digital creative industry: Dynamic capability as mediating variable. International journal of advanced and applied science, 4(9), 61-69.
  • 41.Sirmon, D. G., Hitt, M. A. and Ireland, R. D., (2007) Managing Firm Resources in Dynamic Environments to Create Value: Looking inside the Black Box. Academy of Management Review, 32(1), 273-292.
  • 42.Spirig, K., (2006). Social Performance and Competitiveness: A Socio-Competitive Framework. In: Schaltegger, S. a Wagner M. (2006). Managing the Business Case for Sustainability. Sheffield: Greenleaf Publishing, 82-106.
  • 43.Stabel, C. B., Fjeldstad, Ø. D., (1998). Configuring value for competitive and advantage: On chains, shops and networks. Strategic Management Journal, 19(5), 413-437.
  • 44.Straková, J., Pártlová, P., Dobrovič J. and Váchal, J., (2018). Situational analysis and its role in the process of strategic business management. Polish Journal of Management Studies, 18(1), 355-364.
  • 45.Szczepańska-Woszczyna, K., Kurowska-Pysz, J. (2016). Sustainable business development through leadership in SMEs. Engineering Management in Production and Services, 8(3), 57-69.
  • 46.Wessels, W., Du Plessis, E. and Slabbert, E., (2007). Key competencies and characteristics of accommodation managers. SA Journal of Human Resource Management, 15, 1-11.
  • 47.Wetherly, P., Otter, D., (2018). The business environment: themes and issues in a globalizing world. Fourth edition. New York: Oxford University Press.
  • 48.Young, S., D., O’Byrne, S., F., (2001). EVA and Value-based management (2nd ed.). New York: McGraw-Hill.
  • 49.Zhou, K. Z., Brown, J. R. and Dev, Ch. S., (2009). Market orientation, competitive advantage, and performance: A demand-based perspective. Journal of Business Research, 62(11), 1063-1070.
  • 50.Zokaei, A. K., Simons, D. W., (2006). Value Chain Analysis in Consumer Focus Improvement: A Case Study of the UK Red Meat Industry. The International Journal of Logistics Management, 17(2), 141-162.
  • 51.Keillor, B. D., (2013). Understanding the Global Market: Navigating the International Business Environment. Santa Barbara: ABC-CLIO, LLC.
Uwagi
Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2021).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-6ed18ad1-ee58-4538-bdd5-4378270ed1b9
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.