Abstract: This article throws light on the theoretical and practical aspects of the existing bilateral correlation between innovative activity, innovative activities and company competitiveness. In the course of this analysis it is emphasised that, on the one hand, the level of company competitiveness in organisations which determines the intensity of innovative activities is the result of the state of the competitive environment. On the other hand, the innovative activities of companies which determines the degree of their company competitiveness is also the result of the state of this external compet¬itive environment. This means that a bilateral correlation exists between the innovative activities of organisations and their company competitiveness, and it is dependent on the state of the external competitive environment (i.e. it is the uniting link in this correlation).
Abstract: Organizations, similar to living creatures, have a life cycle and undergo a number of recurrent and predictable models of behaviour throughout their growth and development. It is namely the proper diagnosis of the life cycle and the adequate choice of strategy that could be at the basis of an organization’s success. This article makes an attempt to apply Adizes’ model of life cycle to the financial diagnosis of Bulgarian public companies. The “healthy” state of the companies of the SOFIX index has been diagnosed and the life cycle phase in which each of them is at has been determined.
Abstract: Nowadays organisations are realizing, more and more, the strategic character of the decision “to outsource or not” and its impact on their whole strategy for their future capacity to compete successfully. The decision “to outsource or not” is not an ordinary business decision by which decision-makers only compare the costs of an individual carrying out a particular process to the costs of contracting the process to an external company. Crafting such a decision is a long and complicated process. It must be done in a structured and rational way and include not only price, but also other factors, and it must not be influenced by outsourcing trends.
This article examines the complete process of developing and making a decision to outsource, which includes the following successive steps: forming a team which is going to make the decision to outsource, and which, if the decision is positive, will manage the whole outsourcing process; defining the objectives which are going to be pursued by using outsourcing; describing and classifying the business processes of the organisation; identifying the major competences of the organisation; defining the business processes which can be forwarded for outsourcing, as well as those which must remain within and under the control of the organisation; analysing the assessment of the factors influencing the decision “to outsource or not,”; and making the final decision.