Andrea Sujová, Ľubica Simanová and Katarína Marcineková
as well as their performance have become a daily job of all employees of an organisation and, especially, managers. The current approach to business management focuses on the improvement of business processes. Therefore, companies are increasingly shifting their attention to the performance of internal business processes to improve corporate performance ( Sujová et al., 2016 ). Production has a decisive influence on the operation of a company, its position in the market and the competitiveness of the manufactured products. Effective manufacturing processes are
Andrea Sujová, Katarína Marcineková and Ľubica Simanová
Corporate performance management presents a way of motivation and management by objectives characterised using quantitative performance indicators. Besides the application of traditional methods in business, successful economic development and market environment development also require the application of new modern methods adapted to contemporary market needs. One modern approach is based on corporate performance evaluation by measuring the performance of internal processes ( Sujová, 2013 ). Business processes are objects of the process approach
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This paper continues the research started by Závadský, Korenková, Závadská, Kadárová and Tuček (2019) . The previous research was based on the most frequently used key performance indicators worldwide. This paper uses the same indicators but also offers a deeper view of theory and practical implications, which is a novelty.
The paper has several research objectives. The first objective is to identify the group of indicators that are most widely used in the manufacturing area worldwide. The second objective is to identify the responsibility and
Krzysztof Dziekoński, Omar Hesham Mohamed Fawzy Ibrahim, Abdul-Majeed Mahamadu and Patrick Manu
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However, it seems that a solid relationship exists between the implementation of the CRM management method and the use of IT solutions supporting this method. Clearly, the ability of CRM to influence the organisational performance should not be perceived as only related to the implementation of IT solution support as this approach seems inadequate ( Chen and Popovich, 2003 ). IT solutions may be very useful in the support and
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Jaime Campos, Pankaj Sharma, Erkki Jantunen, David Baglee and Luca Fumagalli
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João Pedro Sousa, Katarzyna Krot and Ricardo G. Rodrigues
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