Cross-Border Enterprepreneurship in Euroregion Beskydy

Štverková, Hana; Pohludka, Michal; Kurowska‐Pysz, Joanna; Szczepańska-Woszczyna, Katarzyna

doi:10.17512/pjms.2018.18.2.26

Cited by 19 publications

(22 citation statements)

References 20 publications

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“…The similarities between the Czech Republic and Slovakia provide a justifiable platform to compare these twin nations. Looking into the cultural, religious, and intellectual values, they are identical and share many beliefs (Oláh et al, 2019;Stverkova et al, 2018). The present study justifies the comparison made by the number of other studies that compared not only different types of risks in the Czech Republic and Slovakia, but other aspects as well (Dvorský et al, 2019;Oláh et al, 2019).…”

Section: Theoretical Backgroundsupporting

confidence: 80%

Significant Aspects of Managing Personnel Risk in the SME Sector

Kotásková

Belás

Bilan

et al. 2020

Management &Amp; Marketing. Challenges for the Knowledge Society

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AbstractPersonnel risk significantly affects the operation of small and medium-sized enterprises. The aim of the paper is to define and present significant factors affecting the perception of personnel risk in the SME segment, and compare the current status and development in the Czech Republic and Slovakia. The empirical research was conducted in 2020 in the SME segment in the Czech Republic and Slovakia via an online questionnaire, using a sample of 822 respondents. The obtained data were evaluated using the Chí square and Z score. Personnel risk significantly affects the SME segment and its business activities. This risk is perceived as the most significant business risk in both countries, even though its intensity is moderate and does not have a heavy negative impact on SMEs’ activities. The overall evaluation of personnel risk’s impact on SMEs’ activities is similar in both countries. The evaluation of employee turnover was relatively positive, as a considerable part of entrepreneurs stated that turnover is low and does not have a negative impact on their business. The evaluation of turnover was similar in both countries. Based on entrepreneurs’ statements, there are certain gaps in employee error rate, which affects their business. Slovak entrepreneurs provided a worse evaluation of the quality of their employees than the Czech entrepreneurs. Entrepreneurs in both countries are dissatisfied with the way their employees strive to improve their performance or how they compete among each other. The comparison based on business size and age did not yield significant differences, nor did it provide a clear trend despite the general belief presented in literature that larger enterprises have a better access to important fields of business management.

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Section: Theoretical Backgroundsupporting

confidence: 80%

Significant Aspects of Managing Personnel Risk in the SME Sector

Kotásková

Belás

Bilan

et al. 2020

Management &Amp; Marketing. Challenges for the Knowledge Society

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“…Theoretical implications of our research follow up on research directions indicated by Stverkova et al (2018) [28], aiming at a better understanding of cross-border entrepreneurship in different Euregions and industries. An interesting direction for future research connects with the work of Kurowska-Pysz (2016) [27] concerning the extension of clusters for cross-border cooperation.…”

Section: Introductionmentioning

confidence: 65%

“…In the last decades, literature investigating EU cross-border cooperation had a mostly institutional focus and research on cross-border entrepreneurship (Jørgenson et al (2011) [22], Leick (2011) [23], and Smallbone and Welter (2012) [24] was clearly in the minority. More recently, however, we see a shift towards research conducted on different topics in the field of EU cross-border cooperation and entrepreneurial involvement (Böhm and Opiola (2019) [14], Chobal and Lalakulych (2019) [25], Jelinčić et al (2019) [26], Kurowska-Pysz (2016) [27], and Stverkova et al (2018) [28] These studies offer valuable insights in cross-border cooperation processes with a focus on specific geographic regions. However, none of these studies involves social entrepreneurship.…”

Section: Introductionmentioning

confidence: 99%

Social Entrepreneurship as a Form of Cross-Border Cooperation: Complementarity in EU Border Regions

2020

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EU border regions continue to face economic and social disadvantages compared to other regions in the same country. Since 1990, the European Commission has been implementing extensive territorial cooperation programs to support EU border regions in solving regional problems and building social cohesion. This study offers a contribution for decreasing the economic and social disadvantages of EU border regions by investigating the complementarity between institutional EU cross-border cooperation and social entrepreneurship. We argue that both concepts build upon similar drivers and characteristics with the aim of creating impact and bringing about change. We test and improve our initially literature-based framework to provide a better insight into how institutional and entrepreneurial processes could benefit from each other. We conduct interviews with experts operating at different governance levels and in various EU countries and border regions. The complementarity between both concepts is confirmed considering a differentiation between governance levels and fields of expertise. The results show that complementarity between the concepts mainly exists in terms of taking advantage of opportunities for a certain effect. The commercial activities of social enterprises are seen as effective, but it is necessary for social enterprises to establish sustainable EU cross-border cooperation and to improve regional social and economic development.

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“…Furthermore, the powerful relationship between planning and cohesion policies within EU is reinforced by the efforts of DG Regio (Commission Directorate-General for Regional Cohesion), which has a leadership position on European spatial planning initiatives [21,[23][24][25]. In fact, in European urban territories, one of the tendencies is to focus on improving competitiveness through clustering, networking, as well as fostering a more balanced development between the most successful EU economic urban agglomerations and their networks [23][24][25][26][27][28]. According to Rabé, Toto, and Dhima [10]: "Priorities are promoting entrepreneurship, local employment, and community development and measures to rehabilitate the physical environment, redevelop brownfield sites, and preserve and develop historical and cultural heritage".…”

Section: The Planning Process-from An Integrative European Perspectivmentioning

confidence: 99%

Identifying Processes of Smart Planning, Governance and Management in European Border Cities. Learning from City-to-City Cooperation (C2C)

Castanho

2019

Sustainability

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Nowadays, especially in a European environment, it is almost given that border cities cooperate, or should cooperate. Nevertheless, several obstacles are jeopardizing the cities cooperation prosperity. Therefore, the understanding of most of the factors and processes possible involved in the success or failure of Cross-Border Cooperation (CBC) strategies and projects are pivotal to seek long-lasting territorial sustainability. Contextually, the study enables to identify three most influential factors and processes that should be considered to achieve territorial sustainability of CBC projects of City-to-City Cooperation (C2C) from a political-strategic perspective, being: Connectivity—movement between cities; political commitment; and the developing of common planning master plans.

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Cross-Border Enterprepreneurship in Euroregion Beskydy

Cited by 19 publications

References 20 publications

Significant Aspects of Managing Personnel Risk in the SME Sector

Significant Aspects of Managing Personnel Risk in the SME Sector

Social Entrepreneurship as a Form of Cross-Border Cooperation: Complementarity in EU Border Regions

Identifying Processes of Smart Planning, Governance and Management in European Border Cities. Learning from City-to-City Cooperation (C2C)

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