The aim of the paper was the comparison of performance indicators of selected local action groups for the program period of 2007-2013. For the comparison, the Local Action Group Blatensko and the Local Action Group Strakonicko were selected. Both groups are located in South Bohemia and were suitable for comparison. The theoretical part is focused on the characteristics of the LEADER method, its principles, history and origin. Then the focus shifts on explaining terms such as local action group, their standards, community-led local development, evaluation and monitoring. In the practical part, selected performance indicators which are used to evaluate LAG activity were analyzed. The result of this work was evaluation and comparison of selected LAGs. According to the analyzes, we have concluded that LAG Strakonicko is more successful and more efficient. The reason is better processing of the strategic plan and the Strategic document LEADER 2007-2013 itself.

<p>Industrial systems resist change, more often, because heavy production facilities and industrial constructions are expensive and have long economic lives, but also because people tend to defend ingrained conceptions of how things are and how activities ought to be performed. Starting out from the question: “How does technological change come about in an international, industrial system?” the thesis investigates the interplay between technological, social, and economic factors. Empirically the work is located to the steel and metals industries and covers business exchange within and between several economic entities performing international business operations.</p><p>It is shown that technological change is driven by strategic intention, but that it also occurs as a result of chance or “necessity”, or follows on everyday enterprise operations. In an attempt to realize strategic intentions actors involve in games of negotiation while referring to different power bases. Backed by organizational role (hierarchic level/managerial position), personal “luminosity” (charisma/leadership), or control over critical resources (that other actors are interested in) various arguments are put to the test on “the arena for negotiations and change”. While involving in negotiations actors may relate to existing business and/or social relations for support or they may take advantage of full-blown coalitions.</p><p>Constrained by the games of negotiation, which unfold in an institutional environment, the process of technological change adopts evidently evolutionary characteristics, and it follows implicitly that the single actor has at its disposal only limited possibilities to determine the process outcome. Technological change as an evolutionary process consists of three underlying sub-processes, viz. innovation, interaction, and institutionalization, it is argued.</p>

Industrial systems resist change, more often, because heavy production facilities and industrial constructions are expensive and have long economic lives, but also because people tend to defend ingrained conceptions of how things are and how activities ought to be performed. Starting out from the question: “How does technological change come about in an international, industrial system?” the thesis investigates the interplay between technological, social, and economic factors. Empirically the work is located to the steel and metals industries and covers business exchange within and between several economic entities performing international business operations. It is shown that technological change is driven by strategic intention, but that it also occurs as a result of chance or “necessity”, or follows on everyday enterprise operations. In an attempt to realize strategic intentions actors involve in games of negotiation while referring to different power bases. Backed by organizational role (hierarchic level/managerial position), personal “luminosity” (charisma/leadership), or control over critical resources (that other actors are interested in) various arguments are put to the test on “the arena for negotiations and change”. While involving in negotiations actors may relate to existing business and/or social relations for support or they may take advantage of full-blown coalitions. Constrained by the games of negotiation, which unfold in an institutional environment, the process of technological change adopts evidently evolutionary characteristics, and it follows implicitly that the single actor has at its disposal only limited possibilities to determine the process outcome. Technological change as an evolutionary process consists of three underlying sub-processes, viz. innovation, interaction, and institutionalization, it is argued.