competitive factor
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2021 ◽  
pp. 1-13
Author(s):  
Marzena Stor ◽  
Łukasz Haromszeki

BACKGROUND: Competency management (CM) is one of the basic subfunctions of HRM, which can significantly affect the results achieved by organizations. This is because the competencies of employees have become the key capital of enterprises and a factor of their success. Research on the relationships between CM and organizational performance results in Polish MNCs creates a research gap due to the object and subject of research. OBJECTIVE: The main goal of the article is to identify the potential regularities that may exist between the advancement level of CM and its composing activities and the company financial performance results. Of particular interest are the relationships that may appear between the studied variables in the context of their relationships with other subfunctions of HRM and the significance of human capital as a competitive factor. METHODS: The research sample includes 200 non-financial business entities with Polish capital, whose headquarters are in Poland, and local subsidiaries are located outside the country. The research was conducted using CATI and CAWI methods. Descriptive and correlation statistics were used to analyze the collected empirical data. RESULTS: Two fundamental regularities are observable. It turns out that the higher the advancement level of activities within CM, and in particular its links with other HRM subfunctions, the better the financial results of enterprises. CONCLUSIONS: The empirical research results lead to the conclusion that human capital is treated as a company’s competitive factor, and CM is of significant meaning to the financial results of the organization.


2021 ◽  
Vol 1 (1) ◽  
pp. 84-94
Author(s):  
Oliver Schneider

Quality must be produced economically. For only if the increased yield from a quality improvement is higher than the additional quality expenditure does the quality productivity of a company increase.In this article, impact is understood as a competitive factor of quality and can be divided into two factors. These two factors are the customer benefits generated and on the other hand, the 0-error strategy in the products. This article aims to answer the following research question: "On which pillars are the generated customer benefits and, on the other hand, the flawlessness of the products based?”Several empirical market studies were consulted as market and literature research as well 15 expert interviews.The result was that if both the strategic pillar and the operational pillar and their sub-aspects are in place, then improved competitive factors are generated and created in the market environment and there are further competitive influencing factors in the market environment. The interviewees have assessed these below to the used questionnaire: - 88% confirmed, 10% partly confirmed and 2% not confirmed - The explicit description and analysis of the individual elements and methods of quality control and quality cost accounting is not given in this article and will be elaborated in the author’s dissertation.The participants of expert interviews were selected by the study leader according to their professional background.Using an extensive set of 15 expert interviews, we empirically demonstrated the existence of the strategic and operational pillars. In the combination, these have a direct influence on customer perceptions and are thus a competitive factor versus competitors.These form the elements and methods of quality control and are the basis for evaluating quality with the aim of: Increasing quality with a constant reduction of costs with simultaneously increasing market acceptance.  


Author(s):  
Anish Mebal. P ◽  
Hema. S ◽  
Jothika. S.J ◽  
Manochitra M

Now-a-days the more accurate prediction of the demand for fast-moving consumer goods (FMCG) is a competitive factor for both the manufacturers and retailers, especially in the super markets, wholesale manufacturers and fresh food sectors and other consumable industries. This proposed system presents the benefits of Machine Learning in sales forecasting for short shelf-life and highly-perishable products, as it predict the statistical information as a result, improves inventory balancing throughout the chain, improving availability to consumers and increasing profitability. This performance is done with various classification algorithms and comparative study is done with some metrics like accuracy, precision, recall and f-score. So that it helps in finding customer need and to increase the profit of the manufacturers


2021 ◽  
Vol 58 (1) ◽  
pp. 5526-5532
Author(s):  
Rajib Kumar Roy, Dr. R. Duraipandian

the aim of this study is to find out the impact of business External factors towards the business growth for IT entrepreneurships in Bangalore. Sample is collected from 200 individuals associated with IT entrepreneurships of Bangalore. We have undertaken the External factors like social acceptance of business, economic condition, technological factor, local culture, Legalities, competitive factor, role of local political environment, media, supply of work force, demography, busines location, climate, low and order, corruptions.  We have taken business growth for 3 years as measurement of success factors for the business. During study it was identified that business External factors i.e. economic condition, media, competitive factor has significant impact on business success.


Author(s):  
Amir Hossein Barati ◽  
Homa Naderifar

Introduction: The widespread prevalence of Coronavirus (COVID-19) around the world has raised concerns about physical activity and exercise. Patients with COVID-19 are 22% percent more likely to have heart damage than other people with infectious diseases. Due to the cardiovascular complications seen in patients, there are limitations for athletes due to the severity of the disease. Despite doubts about the outcomes of COVID 19 disease, there is a lot of insist on athletes to continue sports matches, including football, due to economic and competitive factor. The main aim of this study was to explain about the time when athletes with Covid-19 and cardiovascular approach return to sports activities.


2020 ◽  
Vol 15 (4) ◽  
pp. 587-604
Author(s):  
Mafalda M. Miranda ◽  
Susana Costa e Silva ◽  
Paulo Duarte ◽  
Daniel Glaser-Segura

AbstractDesign - We relied on data obtained from in-depth interviews with managers. Data categorization allowed the application of the main constructs of the UTAUT model and the unveiling of the level of acceptance of Cause-Related Marketing (CrM) campaigns by managers and its use as a marketing strategy. Purpose – Most of the research on CrM emphasizes the benefits of these campaigns for charities and donors. The purpose of this study is to decode what managers think about CrM campaigns and try to discern and understand the principal motivations, benefits, and inherent risks to implement these campaigns. Findings - Managers recognize CrM benefits mainly relating them with an increase in reputation and image of the company, making it possible to differentiate and increase its notoriety. However, the social nature of this tool is what weights in the most on the decision of managers, since they recognize that being socially responsible is a competitive factor. The greatest constraints identified have to do with the effort on the implementation of the campaign and with the consumer’s scepticism, especially in transactional campaigns. Originality - With this research we were able to realize that there is a misunderstanding between the CrM concept and purely philanthropic marketing, which can somehow inhibit managers from recognizing the potential of this tool. Regarding CrM use, the position of managers shows a clear concern about the importance of harmonizing values between the company and the cause, betting on long-term campaigns with transparent communication and investing in the process of planning, implementing, and monitoring campaigns to improve their performance. This needs to be taken into account in future assessments of CrM campaigns.


Author(s):  
Marzena Stor ◽  
Łukasz Haromszeki

The main goal of the paper is to identify, analyze, and compare the relationships between the activities in the field of HRM and performance results of MNCs in Eastern and Western Europe with a view to the value ascribed to human resources as a strategic competitive factor, HRM centralization practices and the importance of HRM knowledge flows between the headquarters (HQ) and their subsidiaries. The research sample covered 200 HQs of MNCs and their local subsidiaries. The empirical research results show that there are some identifiable and statistically significant differences between MNCs operating in Eastern and Western Europe within the range of relationships defined above. Our study, therefore,represents an original effort at examining these relationships.


Author(s):  
Dimcho Dimov ◽  
Neviana Taneva

Purpose – the article explores the R&D personnel as a competitive factor of the innovative enterprises in Bulgaria. Research methodology – a wide literature review and survey are conducted on R&D personnel and its performance together with a comparative analysis of secondary data resources. Findings – the article presents the essence, the peculiarities, the innovation results, the R&D competencies in the context of the innovative enterprises in Bulgaria. A generalized classification of the innovation goals and results is developed. The approach and the model clearly describe the R&D personnel as a factor, influencing the innovation activity and focus on its improvement. Research limitations – lack of relevant research studies on the topic in Bulgaria. Practical implications – the results help managers to make decisions on how to raise the enterprise’s innovation activity. The model can be implemented in the enterprise's innovation system to distinguish the R&D personnel's needs for improving their innovation competencies, motivation or performance measurement, and management. Originality/Value – a model for decreasing the discrepancies between the R&D personnel and the organisationаl innovation requirements. Framing constructs for developing an approach for identifying the needs for more competitive R&D personnel and overcoming the innovation gaps in search of high innovation activity.


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