| Abstract |
The enterprise competition ability we can consider as its potential to be successful in the competition in business. This success is traditionally measured by financial indicators, which are relatively easy to interpret, and as they are used for a long time period, they are also well elaborated. Using these indicators, it is necessary for any enterprise to identify and found those factors that contribute to its success and also those that inhibit this success. The success of the enterprise cannot be evaluated only by a one variable but by a set of them. Many of published studies point to the significant differences between the economically successful and less successful enterprises in connection with characteristics or orientation of their corporate culture. Published studies indicated differences in selected factors contributing to the success of the enterprise, which showed the interdependence with the various characteristics of the corporate culture. Described differences, were identified mainly in the area of management. The ability of management of enterprise to make right decisions is an important factor for ensuring the enterprise success. Available information about the decision-making object, which can be obtained by monitoring all relevant, not just financial, performance indicators are a precondition for correct decisions. Demonstration of the strengths and weaknesses of the enterprise predominates when reporting the enterprise performance. Performance data should document the important aspects of corporate activities. It is essential for these data to be understandable. The surveys, which we carried out in industrial enterprises in Slovakia in the framework of projects solutions confirmed that among more successful enterprises are mainly enterprises with a formulated corporate philosophy of management and strategy, behavior feedback (a regular staff assessment), cooperative, trust-full and highly goal-oriented management style. Other differences were shown in the employee's awareness and communication. It is explicit, that the enterprise success and its social responsibility for the enterprise employees and for its social surroundings are in close interaction. Actually, there are not elaborated and adapted criteria for assessing the achieved success particularly in linking economic criteria with soft factors, e.g. satisfaction of employees, training and innovation in the enterprise, which contribute to the enterprise competitiveness, in many enterprises. In general, there is an absence of specific and proven management methods, which would take into account the corporate culture. Creation of such methods, based on the values of corporate culture, which supports performance of individuals and the overall performance of the enterprise at the same time is a challenge for management. We propose and describe a model and set of indicators to monitor this area in the framework of carried out projects, in this article. This contribution is a particular outcome of research project VEGA 1/0787/12 "The identification of sustainable performance key parameters in industrial enterprises within multicultural environment" and research project VEGA 1/0055/13 "Systematization of the impact of factors and conditions of knowledge management in the context of business strategy on work incentives and its reflection in growth efficiency, respectively sustainable level of business". |