A business activity generates both negative and positive externality simultaneously for both the environment and the society. The basic idea is to minimize the negative externality and generate more positive externality.Expectations of the society towards businesses have grown tremendously during the past few decades, the stress is upon a socially, environmentally and legally responsible businesses. Organizations have responded to this expectation by indulging in a set of activities which are termed as Corporate Social Responsibility, but that has not been enough, businesses cannot resolve social and environmental problems of the society unless they know where to focus and what is the strategy to become better businesses and yet not be criticized. The need is to utilize a firm‘s resources in the most effective manner. Thus, strategic CSR comes in as a solution for better performance.Strategic CSR began the evolution of more responsible and favorable businesses in terms of societal pressures and expectations. In our research, we have tried to develop a framework which when incorporated with the CSR concept helps make more strategic sense to the firm, so that it benefits not only the society but also the firm itself. The research builds a strategic framework and analyses in light of it the CSR activities of three major retail companies namely, IKEA, Starbucks and H&M.The EFQM model which is a self assessment tool for organizations has been incorporated with CSR to make it a strategic assessment framework. This has been a new concept, and has proven quite effective in assessing the strategies and outcomes regarding CSR of the three companies being used as examples.

MICHAEL DRÁPELA: Recommendation of strategy of quality in production plant. Brno: University of technology, Institute of business, 2008, 76 pages. Diploma thesis leader doc. Ing. František Bartes, CSc. My diploma work deals with the recommendation of strategy of quality in product plant. In the theoretical part I consider with the main type of strategy of quality and I indicate status analysis. In the practical part I implemented the theoretical solution to real situation within the corporation. I offer the final strategy of quality with several ideas that can help to improve the development of corporation.

Une organisation virtuelle (Virtual Organization, VO) est une organisation avec des éléments et des ressources organisationnelle non co-localisés et qui utilise l’espace virtuel pour les interactions entre ses personnels afin d’atteindre les objectifs organisationnels. L’objectif de cette étude est de développer un modèle d’excellence pour les organisations ainsi définies. A cette fin nous avons choisi comme point de départ le modèle de la «fondation européenne pour la gestion de la qualité » (European Foundation for Quality Management, EFQM) qui peut être considéré comme la plus récente expression du TQM, approche dominante de l’excellence. Pour créer un modèle complet, nous avons conçu tout d’abord un modèle conceptuel basé sur le même état d’esprit que l'EFQM. En seconde étape nous déterminons les facteurs, leurs poids et sous-critères. Nous avons développé le modèle d’Excellence pour l’Organisation Virtuelle en tant que feuille de route des VO pour l’excellence et en même temps pour être une aide aux entrepreneurs en vue de mesurer et améliorer la performance de leur entreprise. Ce modèle pourrait également être un outil pour les experts et analystes de cette nouvelle génération d'organisations. La dernière étape détermine les valeurs fondamentales et le cadre de mesure RADAR. / Purpose – Virtual Organization would be any organization with non-co-located organizational entities and resources, using virtual space for interactions between staff to achieve organizational objectives. The purpose of this thesis is to develop an Excellence model for Virtual Organizations. We chose “European foundation for productivity management model (EFQM)” as the latest expression of TQM which is the dominant approach of Excellence. To create a complete model we first designed a conceptual model in the same culture of EFQM. In the second step we determined factors, their weights and sub-criteria. We developed the Virtual Organization Excellence model as a roadmap for Virtual Organizations to move toward excellence and also being an aid for contractors in measuring and improving their business performance. This model also could be a tool for assessor to analyze this new generation of organizations. Last step was determining the fundamental values and RADAR measuring framework. Design/methodology – This study adopted a pluralist approach including, Extensive literature review, Field experiment, in depth interviews and Survey questionnaire to develop the Virtual Organization excellence model. Findings – The criteria and sub-criteria of the Virtual Organization excellence model were confirmed using empirical data, and the fundamental values and criterion weights were suggested. Value of study – As VOs are the future of firms, main benefit of the Virtual Organization excellence model (VOEM) is that it provides a productivity roadmap for a Virtual firms that developed and evaluated by Virtual Organization experts.

Obsahem práce je využití veřejně dostupných dat k návrhu implementace modelu EFQM jako příkladu použití benchmarkingu ve stavebním podniku. Práce se zabývá nejdříve obecným seznámením se s problematikou, poté představením vývoje stavebního odvětví, srovnání v klíčových finančních ukazatelích se stavebním odvětvím a následně obsahuje návrhy na řešení modelu EFQM ve stavebním podniku.

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