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The wood-processing industry currently does not sufficiently use modern technologies, unlike the automotive sector. The primary motive for writing this article was in cooperation with a Slovak wood processing company, which wanted to improve its logistics processes and increase competitiveness in the wood processing sector through the implementation of new technologies. The aim of this article was to identify the positives and limitations of the implementation of Internet of Things (IoT) technology into the wood processing industry, based on a secondary analysis of case studies and the best practice of American wood processing companies such as West Fraser Timber in Canada, and Weyerhaeuser in the USA. The selection of case studies was conditional on criteria of time relevance, size of the sawmills, and production volume in m3. These conditional criteria reflected the conditions for the introduction of similar concepts for wood-processing enterprises in Slovakia. The implementation of the IoT can reduce operating costs by up to 20%, increase added value for customers, and collect real-time data that can serve as the basis for support of management and decision-making at the operational, tactical, and strategic levels. In addition to the secondary analysis, methods of comparison of global wood processing companies, synthesis of knowledge, and summarization of positives and limitations of IoT implementation or deduction were used to reach our conclusions. The results were used as the basis for the design of a general model for the implementation of IoT technology for Slovak wood processing enterprises. This model may represent best practice for the selected locality and industry. The implications and verification of the designed model in practice will form part of other research activities, already underway in the form of a primary survey.

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Organizations, nowadays, operate in highly dynamically-developing environments. This fact also applies to sports organizations, which are looking for various ways to succeed or survive in these environments. There are various solutions available, but from a long-term perspective it is important for sports organizations to think in a complex way. One of the solutions of this issue is to ensure the long-term sustainability and development of these organizations. The aim of this paper is to focus on strategic factors in the management of mutual relationships with stakeholders. The importance of managing cooperation with stakeholders is very high for the achievement of both short-term and long-term objectives. This paper presents, in addition to the results of research aimed at the cooperation of sports organizations and their stakeholders (425 respondents participated in the research), solutions to issues currently troubling sports organizations in this field. These issues include the lack of funds for the functioning of the sports organization, as well as the insufficient size of sports organization membership. Sports organizations cannot only reduce the intensity of these issues, but can also eliminate them by utilising selected key factors in the management of mutual relationships with stakeholders.