D22 - Firm Behavior: Empirical AnalysisReturn

Endogenous concepts of regional development are currently being enforced in the regional policy of the state. This fact is reflected in the specific attention given to small and medium-sized. Therefore, we have assumed differences in the qualitative characteristics of small and medium-sized enterprises in underdeveloped and developed regions, as well as the presence of a relationship between the level of a region's development and the qualitative characteristics of small and medium-sized enterprises. To identify the qualitative characteristics of small and medium-sized enterprises in underdeveloped and developed regions, we applied a two-step cluster analysis. An analysis of the results showed a smaller percentage representation of innovative elements in the qualitative characteristics of small and medium-sized enterprises in underdeveloped regions. By binary regression analysis, we have determined significance of qualitative characteristics of small and medium-sized enterprises in the underdeveloped and developed regions.

The paper discusses the standard, common employee benefit provided in the Czech Republic and Slovakia, analysing their popularity with employees and employers and stating which benefits were withdrawn within last years. The aim of the paper is to compare benefits that are provided in Czech Republic and Slovak Republic and at the same time confront the information gained from primary and secondary research in reference period of 2009 - 2011. In addition, the paper analyses the data obtained from primary research, which was carried out in 2012, allowing to generate a reference pool of 146 companies throughout the Czech Republic and Slovakia. Based on the primary and secondary research, the article contributes to understanding the commercial activities of businesses in terms of employee benefits.

This article consists of choosen results of personal knowledge, published interviews, press, monographies, conference, literature and questionnaire researches. There were analyzed information out of the 154 Indian company executives, employees or company trainees, operating directly in India or in Indian managed companies abroad, about their methods for recruiting talented and, to company goals oriented, loyal team. The arguments of this research are mainly the facts that over the last two decades, many of India's leading companies have been achieving double digit growth - even in the situation of global recession. Some of the biggest and most traditional iconas of the European or US industry, such as Volvo, Land Rover, Jaguar, or lots of smaller companies had to be sold. Who were - and still are - the buyers? Indians. Thus, understanding what is leading the Indian business leaders is an imperative that no manager can afford to ignore. The Partial research reasons should inspire other managers, briefly show common marks and explain how these Indian innovations work within Indian companies, identifying those marks and methods to remove and those that can be adapted to the Western context.