Jarmila Šebestová

How to Gain Success in SME? A Case Study of a region in the Czech Republic.

How to Gain Success in SME? A Case Study of a region in the Czech Republic. Small and medium sized entrepreneurship (SME) is often considered a contemporary phenomenon. Why have so many authors dedicated their work to this field? The main reason is that SME influences society and contributes to the economic development of its region. This analysis emphasizes endogenous factors for success. The situation in the Moravia-Silesian Region (the northeast region of the Czech Republic) in which we applied factor analysis on a research sample supported our hypothesis. Moreover, we used VRIO analysis to clearly interpret our research findings.

Economi C Activity and Social Determi Nants Versus Entrepreneurship in Smes - Selected Aspects

Entrepreneurship is a vital element of development of today’s economies. Its main objective is to undertake actions intended to ensure that economic resources of individual companies are coordinated in a pragmatic and productive manner. Entrepreneurship may be considered in two respects: (1) processes – activities aimed at forming and building a new company in certain conditions, with a view to generating profits, or (2) a set of traits and personalities – describing a particular human behaviour and action focused on innovation, ability to accept changes, spot opportunities, and take risks. Regardless of the multitude of definitions in the related literature, there is no doubt that in most cases the combination of these two economic and social components determines possible business success. Poles more and more frequently perceive the opportunities offered through the establishment of own business. Up to 63% of the public at large holds this view, placing Poland at the forefront among the European Union countries in this regard. The article attempts to examine the socio-economic determinants of respondents which affect Poles’ willingness to set up their own businesses.

Volunteer Work in the Context of Social Services in the Czech Republic

Abstract Non-governmental non-profit organizations (NGOs) in the Czech Republic are still developing. From the point of view of their financial stability, they are required to have a differentiated financial portfolio of resources compared to state organizations. The main goal of this paper is to evaluate the amount of volunteer work regarding the total financial resources from a sample of social care suppliers. Questionnaire based research was carried out within 105 organizations operating in the area of social services and different legal forms in the Czech Republic, where on average, 12.1% of volunteers participate in social work.

How Can a Health-Care Business Achieve Strategy Elasticity in a Crisis Environment?

This chapter focuses on specific area of entrepreneurship—health-care services. Insufficient commercial business knowledge by the managers of SME health-care businesses and a lack of entrepreneurial skills relative to the medical care industry could also be considered barriers to growth or barriers to survival within a crisis environment. An analysis of the strategic elasticity of small a health-care organisation could help find an answer to the question of how this specialised business segment, with its multi-faceted sources of finance, might deal with challenges from the external environment and what mixture of strategies might they use to achieve their goals. This will allow the organisations to be proactive with regard to market risk and to construct their own model of behaviour under the four pillars of crisis strategic behaviour—marketing, financial, personal and plan of supply of services. This chapter compares the original options of measurement based on modelling with ROC curves and reflects upon the possible problems of applying this option to the context. A detailed analysis of the data suggest the following results—better understanding about health-care management/business and how to strategically guide such businesses in a unique regulatory environment. And answer the question—do physicians make good managers/businesspeople or would it be better for them to delegate this role to an experienced business manager. From a practitioner perspective, the chapter will give feedback for entrepreneurial effectiveness in this specialized area of commercial activity.