{"id":8305,"date":"2022-12-07T05:43:49","date_gmt":"2022-12-07T04:43:49","guid":{"rendered":"https:\/\/www.euroekonom.sk\/?p=8305"},"modified":"2024-05-13T14:58:12","modified_gmt":"2024-05-13T12:58:12","slug":"konkurencieschopnost-a-vplyv-inovacii-na-konkurencieschopnost","status":"publish","type":"post","link":"https:\/\/www.vrtulniky.sk\/news\/konkurencieschopnost-a-vplyv-inovacii-na-konkurencieschopnost\/","title":{"rendered":"Konkurencieschopnos\u0165 a vplyv inov\u00e1ci\u00ed na konkurencieschopnos\u0165"},"content":{"rendered":"<h2>Konkurencieschopnos\u0165<\/h2>\n<p><strong>Konkurencieschopnos\u0165<\/strong> je \u010dasto citovan\u00fd pojem, pod ktor\u00fdm sa zvy\u010dajne intuit\u00edvne rozumie schopnos\u0165 firmy (podniku) \u00faspe\u0161ne odol\u00e1va\u0165 konkurencii s rovnak\u00fdm alebo podobn\u00fdm zameran\u00edm na dom\u00e1com alebo zahrani\u010dnom trhu. (Agris, 2000)<br \/>\nV ekonomickej literat\u00fare neexistuje jednotn\u00e1 defin\u00edcia konkurencieschopnosti. Rozdielne defin\u00edcie konkurencieschopnosti vypl\u00fdvaj\u00fa z viacer\u00fdch dimenzi\u00ed. Vo v\u0161eobecnosti mo\u017eno rozl\u00ed\u0161i\u0165 nieko\u013eko z\u00e1kladn\u00fdch \u00farovni konkurencieschopnosti:<\/p>\n<ul>\n<li>konkurencieschopnos\u0165 regi\u00f3nu,<\/li>\n<li>konkurencieschopnos\u0165 \u0161t\u00e1tu,<\/li>\n<li>konkurencieschopnos\u0165 odvetvia,<\/li>\n<li>konkurencieschopnos\u0165 podniku,<\/li>\n<li>konkurencieschopnos\u0165 produktu.<\/li>\n<\/ul>\n<p>Pod\u013ea zdrojov OECD sa pojmom konkurencieschopnos\u0165 rozumie schopnos\u0165 spolo\u010dnost\u00ed odvetv\u00ed, regi\u00f3nov, n\u00e1rodov a nadn\u00e1rodn\u00fdch celkov generova\u0165 relat\u00edvne vysok\u00e9 \u00farovne pr\u00edjmov z v\u00fdrobn\u00fdch faktorov, ale aj ich vyu\u017eitie na udr\u017eate\u013enej \u00farovni v s\u00fa\u010dasnom konkuren\u010dnom prostred\u00ed. (Vida, K\u00e1d\u00e1r, K\u00e1d\u00e1rov\u00e1, 2009.)<\/p>\n<h2>Konkurencia<\/h2>\n<p>Konkurenciou je pre firmu celkov\u00e9 mno\u017estvo firiem, ktor\u00e9 spolu s \u0148ou vytv\u00e1raj\u00fa \u010das\u0165 trhu. Schopnos\u0165 firmy mo\u017eno potom vidie\u0165 v mo\u017enostiach tento trh riadi\u0165 \u010diasto\u010dne alebo \u00faplne, a v v\u0161eobecnej\u0161ej podobe to potom znamen\u00e1 schopnos\u0165 vyu\u017ei\u0165 pr\u00edle\u017eitosti presadi\u0165 sa ak\u00fdmko\u013evek sp\u00f4sobom. Samotn\u00e9 slovko &#8222;konkurencieschopnos\u0165&#8220; potom fakticky asociuje porovn\u00e1va\u0165 a hodnoti\u0165 firmy z h\u013eadiska ich cenov\u00e9 strat\u00e9gie, pr\u00edpadne s t\u00fdm s\u00favisiace n\u00e1kladovou politikou. (Nevima, ) 143<\/p>\n<h2>Konkurencieschopnos\u0165 na makro\u00farovni<\/h2>\n<p>Konkurencieschopnos\u0165 n\u00e1rodn\u00fdch \u0161t\u00e1tov i svetov\u00fdch regi\u00f3nov je hodnoten\u00e1 v r\u00e1mci medzin\u00e1rodn\u00e9ho porovnania \u00factyhodn\u00fdmi organiz\u00e1ciami. Svetov\u00e9 ekonomick\u00e9 f\u00f3rum ka\u017edoro\u010dne publikuje svoju Spr\u00e1vu o glob\u00e1lnej konkurencieschopnosti, Medzin\u00e1rodn\u00fd in\u0161tit\u00fat pre rozvoj mana\u017ementu spracov\u00e1va ka\u017edoro\u010dne svoju Svetov\u00fa ro\u010denku konkurencieschopnosti. Konkurencieschopnos\u0165 n\u00e1rodn\u00fdch ekonom\u00edk, n\u00e1rodn\u00fdch \u0161t\u00e1tov i svetov\u00fdch regi\u00f3nov hodnot\u00ed Organiz\u00e1cia pre hospod\u00e1rsku spolupr\u00e1cu a rozvoj, Svetov\u00e1 banka a aj Medzin\u00e1rodn\u00fd menov\u00fd fond. Svoju Spr\u00e1vu o eur\u00f3pskej konkurencieschopnosti publikuje ka\u017edoro\u010dne aj Eur\u00f3pska \u00fania. (Sopkov\u00e1, 2012)<br \/>\nNa makro\u00farovni ch\u00e1peme konkurencieschopnos\u0165 ako podiel krajiny na svetov\u00fdch trhoch v zmysle zrealizovania jej produkcie. Pr\u00edstup market-sharu obsahuje v sebe aj defin\u00edcia konkurencieschopnosti OECD: \u201en\u00e1rodn\u00e1 konkurencieschopnos\u0165 je miera, do akej krajina dok\u00e1\u017ee \u2013 za podmienok ako a vo\u013en\u00e9ho trhu \u2013 vyr\u00e1ba\u0165 tovary a slu\u017eby, ktor\u00e9 obstoja v teste medzin\u00e1rodn\u00fdch trhov, pri s\u00fabe\u017enom udr\u017eiavan\u00ed a zvy\u0161ovan\u00ed pr\u00edjmov svojich obyvate\u013eov v dlhodobom horizonte.\u201c (Sopkov\u00e1, 2012)<br \/>\nKonkurencieschopnos\u0165 podniku je komplexn\u00fd pojem, ktor\u00fd m\u00f4\u017ee by\u0165 interpretovan\u00fd napr. ako \u201eindik\u00e1tor schopnosti podniku poskytova\u0165 tovar a slu\u017eby na takom mieste a v takom \u010dase, aby si ich mohli k\u00fapi\u0165 z\u00e1kazn\u00edci za ceny, ktor\u00e9 s\u00fa lep\u0161ie ako tie, za ktor\u00e9 pon\u00fakaj\u00fa tovar \u010fal\u0161\u00ed potenci\u00e1lni dod\u00e1vatelia. (Vida, Kad\u00e1r, Kad\u00e1rov\u00e1, 2009)<br \/>\nOkrem pomerne jednoducho identifikovate\u013en\u00fdch inova\u010dn\u00fdch aktiv\u00edt (ako s\u00fa technologick\u00e9 inov\u00e1cie, inov\u00e1cie v\u00fdrobkov alebo slu\u017eieb, \u010di aktivity so zameran\u00edm na vlastn\u00fd rozvoj slu\u017eieb), prostredn\u00edctvom ktor\u00fdch sa <a href=\"https:\/\/www.euroekonom.sk\/financovanie-malych-a-strednych-podnikov\/\">mal\u00e9 a stredn\u00e9 podniky<\/a> sna\u017eia o zv\u00fd\u0161enie svojej konkurencieschopnosti, existuj\u00fa aj \u010fal\u0161ie, na ktor\u00e9 podniky nem\u00f4\u017eu zab\u00fada\u0165. Medzi tak\u00e9to aktivity m\u00f4\u017eeme zaradi\u0165 napr. : zvy\u0161ovanie kvalifik\u00e1cie zamestnancov, marketingov\u00fd v\u00fdskum, z\u00edskanie certifik\u00e1tu kvality a podobne. (Olehov\u00e1, 2003)<\/p>\n<h2>Vplyv inov\u00e1ci\u00ed na konkurencieschopnos\u0165<\/h2>\n<p>Podnik, ktor\u00fd nechce zosta\u0165 pozadu a chce udr\u017ea\u0165 z\u00e1ujem svojich z\u00e1kazn\u00edkov a rovnako si udr\u017ea\u0165 krok s konkurenciou, sa nezaob\u00edde bez inov\u00e1ci\u00ed, ktor\u00e9 s\u00fa s\u00fa\u010das\u0165ou ka\u017ed\u00e9ho funguj\u00faceho a prosperuj\u00faceho podniku. Rovnako plat\u00ed, \u017ee ka\u017ed\u00fd podnik by mal neust\u00e1le h\u013eada\u0165 nov\u00e9 postupy, produkty a pr\u00edle\u017eitosti \u2013 mal by teda prakticky realizova\u0165 vhodn\u00fa inova\u010dn\u00fa politiku. V be\u017enej praxi nie je v\u017edy inov\u00e1cia spojen\u00e1 v\u00fdrazn\u00fdmi invest\u00edciami. Ve\u013emi \u010dasto aj drobn\u00e9 inov\u00e1cie m\u00f4\u017eu podniku prinies\u0165 zna\u010dn\u00e9 \u00faspory n\u00e1kladov. (\u010eurechov\u00e1, 2010)<\/p>\n<h3>Podnik sa rozhoduje o inov\u00e1cii technol\u00f3gi\u00ed<\/h3>\n<ul>\n<li><strong>Ak potrebuje reagova\u0165 na kroky konkurentov.<\/strong> To znamen\u00e1, \u017ee mus\u00ed udr\u017ea\u0165 krok v ponuke inovovan\u00fdch produktov alebo slu\u017eieb. T\u00fdm sa vystavuje ni\u017e\u0161iemu riziku ne\u00faspechu, ale ekonomick\u00e9 pr\u00ednosy takejto reakt\u00edvnej strat\u00e9gie s\u00fa ni\u017e\u0161ie.<\/li>\n<li><strong>Ak chce proakt\u00edvne prin\u00e1\u0161a\u0165 nov\u00e9 produkty, za \u00fa\u010delom z\u00edskania z\u00e1kazn\u00edkov a z\u00e1rove\u0148 aj konkuren\u010dnej v\u00fdhody vo\u010di svojim konkurentom.<\/strong> Proakt\u00edvna strat\u00e9gia si vy\u017eaduje erudovan\u00fdch a tvoriv\u00fdch pracovn\u00edkov, vy\u0161\u0161ie n\u00e1klady a je rizikovej\u0161ia.<\/li>\n<li><strong>Ak potrebuje obnovi\u0165 v\u00fdrobn\u00e9 zariadenia.<\/strong> Je nutn\u00e9 v\u00fdrobn\u00e9 zariadenie nahradi\u0165 v\u00fdkonnej\u0161\u00edm, ekonomicky efekt\u00edvnym zariaden\u00edm.<\/li>\n<li><strong>Ak s\u00fa v ponuke zariadenia s v\u00fdrazne vy\u0161\u0161ou v\u00fdkonnos\u0165ou.<\/strong> \u010co prin\u00e1\u0161a produkciu kvalitnej\u0161\u00edch v\u00fdrobkov za krat\u0161\u00ed \u010das v\u00fdroby a s t\u00fdm spojen\u00e9 aj ni\u017e\u0161ie n\u00e1klady.<\/li>\n<\/ul>\n<h3>Podnik sa rozhoduje o zmene v organiz\u00e1cii a v mana\u017e\u00e9rskych postupoch<\/h3>\n<ul>\n<li><strong>Ak mana\u017e\u00e9rske postupy sk\u00f4r brzdia rast podniku<\/strong>, ako ho podporuj\u00fa.<\/li>\n<li><strong>Ak pou\u017e\u00edvan\u00e9 mana\u017e\u00e9rske postupy nie s\u00fa dostato\u010dne efekt\u00edvne. <\/strong>Vznikaj\u00fa probl\u00e9my v riadenej oblasti. napr. : nie je dostato\u010dne v\u00fdkonn\u00e1<\/li>\n<li><strong>Ak je s\u013eubovan\u00e1 vy\u0161\u0161ia v\u00fdkonnos\u0165 <\/strong>riadenia pri ich zaveden\u00ed, \u010di u\u017e konkurenciou alebo partnermi. (Podnikate\u013esk\u00fd port\u00e1l o inov\u00e1ci\u00e1ch, 2013)<\/li>\n<\/ul>\n<p>Jedn\u00fdm zo sp\u00f4sobov ako obst\u00e1\u0165 na trhu a z\u00edska\u0165 poz\u00edciu v s\u00fa\u010dasn\u00fdch podmienkach, je h\u013eadanie a n\u00e1sledne aj z\u00edskanie konkuren\u010dnej v\u00fdhody z h\u013eadiska konkurencie v odvetv\u00ed. Z toho vypl\u00fdva, \u017ee:<\/p>\n<ul>\n<li>Podnik sa mus\u00ed v dlhodobom v\u00fdh\u013eade odli\u0161ova\u0165 od in\u00fdch podobne zameran\u00fdch \u201ehr\u00e1\u010dov na trhu\u201c,<\/li>\n<li>Podnik si mus\u00ed budova\u0165 vlastn\u00fa siln\u00fa identitu.<\/li>\n<\/ul>\n<p>Je nevyhnutn\u00e9 sk\u00fama\u0165 konkurencieschopnos\u0165 z poh\u013eadu nov\u00fdch dimenzi\u00ed, ktor\u00e9 m\u00f4\u017eu ma\u0165 r\u00f4zne podobn\u00fd (komunik\u00e1cia, vn\u00fatropodnikov\u00e1 atmosf\u00e9ra, inov\u00e1cia slu\u017eieb z\u00e1kazn\u00edkom a pod.).<br \/>\nDo akej miery sa podniku podar\u00ed naplni\u0165 inova\u010dn\u00e9 o\u010dak\u00e1vania z\u00e1vis\u00ed od pr\u00edpravy investi\u010dn\u00e9ho z\u00e1meru, kvality spracovania a v neposlednom rade i finan\u010dn\u00e9ho krytia cel\u00e9ho projektu, preto\u017ee aj ten najlep\u0161\u00ed inova\u010dn\u00fd z\u00e1mer m\u00f4\u017ee by\u0165 ods\u00faden\u00fd na ne\u00faspech, ak sa zvol\u00ed nevhodn\u00e1 inova\u010dn\u00e1 strat\u00e9gia, nevhodn\u00e1 implement\u00e1cia, resp. vznikaj\u00fa chyby pri riaden\u00ed inova\u010dn\u00fdch aktiv\u00edt podniku.<br \/>\nAk sa m\u00e1 podnik rozv\u00edja\u0165, je nevyhnutn\u00e9, aby jeho vedenie neust\u00e1le h\u013eadalo nov\u00e9 mo\u017enosti rozvoja pr\u00e1ve prostredn\u00edctvom inov\u00e1ci\u00ed a kontinu\u00e1lne pokra\u010dovalo v pr\u00edprave \u010fa\u013e\u0161\u00edch projektov. (\u010eurechov\u00e1, 2010)<\/p>\n<h2>Sedem zdrojov inova\u010dn\u00fdch pr\u00edle\u017eitost\u00ed<\/h2>\n<p>Sedem zdrojov inova\u010dn\u00fdch pr\u00edle\u017eitost\u00ed (Turekov\u00e1, Mi\u010dieta, 2003) &#8211; zdroje, poskytuj\u00face inova\u010dn\u00e9 pr\u00edle\u017eitosti s\u00fastre\u010fuje \u0161tyri zdroje nach\u00e1dzaj\u00face sa vo vn\u00fatri organiz\u00e1cie, ktor\u00e9 si m\u00f4\u017eu v\u0161imn\u00fa\u0165 \u013eudia z dan\u00e9ho oboru. V podstate s\u00fa to sympt\u00f3ny, ktor\u00e9 s\u00fa v\u0161ak vysoko spo\u013eahliv\u00fdmi sign\u00e1lmi zmien, ku ktor\u00fdm u\u017e do\u0161lo, alebo ktor\u00e9 je mo\u017en\u00e9 s nepatrn\u00fdm \u00fasil\u00edm vyvola\u0165. Ide o nasleduj\u00face \u0161tyri oblasti zdrojov:<\/p>\n<ul>\n<li>ne\u010dakan\u00e9 udalosti (ne\u010dakan\u00fd \u00faspech, ne\u010dakan\u00fd ne\u00faspech, ne\u010dakan\u00e1 vonkaj\u0161ia udalos\u0165),<\/li>\n<li>rozpornos\u0165,<\/li>\n<li>inov\u00e1cie vych\u00e1dzaj\u00face z potreby ur\u010dit\u00e9ho procesu,<\/li>\n<li>zmeny \u0161trukt\u00fary odboru alebo trhovej \u0161trukt\u00fary.<\/li>\n<\/ul>\n<p>Druh\u00e1 skupina zdrojov inova\u010dn\u00fdch pr\u00edle\u017eitost\u00ed, v ktorom s\u00fa tri kateg\u00f3rie, obsahuje zmeny mimo organiz\u00e1ciu \u010di odbor:<\/p>\n<ul>\n<li>demografia,<\/li>\n<li>zmeny v poh\u013eade na svet,<\/li>\n<li>nov\u00e9 znalosti.<\/li>\n<\/ul>\n<h2>\u0160es\u0165 z\u00e1kladn\u00fdch inova\u010dn\u00fdch ch\u00e1pan\u00ed<\/h2>\n<p>Vo v\u0161eobecnosti existuje \u0161es\u0165 z\u00e1kladn\u00fdch inova\u010dn\u00fdch ch\u00e1pan\u00ed (Sabadka, Le\u0161kov\u00e1, 2002):<\/p>\n<ol>\n<li>Zlep\u0161enia, alebo <em>zmena<\/em> niektor\u00fdch <em>v\u00fdrobkov<\/em> v existuj\u00facom rade pon\u00fakan\u00fdch produktov (n\u00e1hrada pon\u00fakan\u00fdch produktov nov\u00fdmi s rovnakou koncepciou) &#8211; asi 26 % celkov\u00e9ho objemu inov\u00e1ci\u00ed.<\/li>\n<li><em>Roz\u0161\u00edrenie<\/em> existuj\u00faceho radu <em>produktov<\/em> (nov\u00fd produkt roz\u0161iruj\u00faci spektrum)- 26 %.<\/li>\n<li><em>Nov\u00fd rad produktov<\/em> (pre v\u00fdrobcu predstavuj\u00fa kvalitat\u00edvnu zmenu v doteraj\u0161ej ponuke)- 20 %.<\/li>\n<li><em>Zn\u00ed\u017eenie ceny<\/em> (bez zmeny koncepcie, alebo technick\u00e9ho rie\u0161enia v\u00fdrobku sa zni\u017euj\u00fa jeho v\u00fdrobn\u00e9 naklady)-11 %.<\/li>\n<li><em>Produkt<\/em> je koncep\u010dne \u00faplne <em>nov\u00fd<\/em>&#8211; okolo 10 %.<\/li>\n<li>Objavenie nov\u00fdch <em>mo\u017enost\u00ed uplatnenia<\/em> pre existuj\u00face v\u00fdrobky- 7 %.<\/li>\n<\/ol>\n<p>Pre v\u00fdrobcu sa doporu\u010duje ma\u0165 v ponuke vlastn\u00fdch inova\u010dn\u00fdch projektov zast\u00fapen\u00e9 v\u0161etky inova\u010dn\u00e9 typy.<\/p>\n<h2>Odpor\u00fa\u010dania pre mana\u017ement organiz\u00e1cie<\/h2>\n<p><strong>Odpor\u00fa\u010dania pre mana\u017ement organiz\u00e1cie (Sabadka, Le\u0161kov\u00e1, 2002): <\/strong><\/p>\n<ul>\n<li>Prev\u00e1dza\u0165 st\u00e1le podrobnej\u0161\u00ed prieskum trhu, analyzova\u0165 z\u00edskan\u00e9 v\u00fdsledky a pok\u00fa\u0161a\u0165 sa o st\u00e1le presnej\u0161ie progn\u00f3zy predaja nov\u00fdch produktov.<\/li>\n<li>Venova\u0165 v\u00e4\u010d\u0161iu pozornos\u0165 umiestneniu produktov na jednotliv\u00e9 segmenty trhu, zaisti\u0165 pr\u00edsnej\u0161iu kontrolu postupu inova\u010dn\u00fdch projektov a venova\u0165 prioritn\u00fa pozornos\u0165 pr\u00edprav\u00e1m vstupu nov\u00e9ho v\u00fdrobku na trh.<\/li>\n<li>By\u0165 opatrn\u00fd pri v\u00fdvoji v\u00fdrobkov, ktor\u00e9 s\u00fa svojou podstatou vzdialen\u00e9 doteraj\u0161\u00edm technick\u00fdm aj marketingov\u00fdm sk\u00fasenostiam organiz\u00e1cie.<\/li>\n<li>Opakova\u0165 kontroly predpokladov \u00faspechu produktov (n\u00e1klady, v\u00fd\u0161ka predaja, ziskov\u00e9 rozp\u00e4tie) ako n\u00e1hle d\u00f4jde k podstatnej modifik\u00e1cii \u0161pecifik\u00e1cie zadania inova\u010dn\u00e9ho projektu.<\/li>\n<\/ul>\n<h2>Met\u00f3dy hodnotenia inova\u010dn\u00e9ho potenci\u00e1lu<\/h2>\n<p><strong>Met\u00f3dy hodnotenia inova\u010dn\u00e9ho potenci\u00e1lu (Kov\u00e1\u010d, Sabadka, 2003)<\/strong><\/p>\n<ul>\n<li><a title=\"Balanced Scorecard\" href=\"https:\/\/www.euroekonom.sk\/balanced-scorecard\/\">Met\u00f3da Balanced Scorecard<\/a><\/li>\n<li>Audit konkurencieschopnosti podniku<\/li>\n<li>Aplika\u010dn\u00e9 postupy poradensk\u00fdch firiem<\/li>\n<li>Hodnotenie vyvinut\u00e9 na b\u00e1ze spolupr\u00e1ce Univerzita- Programy E\u00da<\/li>\n<li>Metodika spracovania inova\u010dn\u00fdch charakterist\u00edk pod\u013ea OECD<\/li>\n<li>Syst\u00e9m hodnotenia inova\u010dn\u00fdch ukazovate\u013eov pod\u013ea E\u00da<\/li>\n<\/ul>\n<p>Inov\u00e1cie s\u00fa v\u0161eobecne vn\u00edman\u00e9 ako z\u00e1sadn\u00e9 dramatick\u00e9 zmeny, ktor\u00e9 nasleduj\u00fa technologick\u00fd pokrok alebo zavedenie najnov\u0161\u00edch mana\u017e\u00e9rskych koncepci\u00ed, \u010di v\u00fdrobn\u00fdch techn\u00edk v podnikovej praxi. KAIZEN, v porovnan\u00ed s inov\u00e1ciami, je \u010dasto nedramatick\u00fd a jeho v\u00fdsledky s\u00fa zriedka okam\u017eite vidite\u013en\u00e9, zatia\u013e \u010do KAIZEN predstavuje kontinu\u00e1lny proces, inov\u00e1cie s\u00fa v\u0161eobecne jednorazov\u00fd jav. KAIZEN s\u00fa dlhodob\u00e9, trval\u00e9, plynul\u00e9 zmeny k lep\u0161iemu a inov\u00e1cie s\u00fa dramatick\u00e9 zmeny v kr\u00e1tkom \u010dase, ktor\u00e9 znamenaj\u00fa vy\u0161\u0161ie invest\u00edcie a aj vy\u0161\u0161ie riziko. (Hra\u0161kov\u00e1, viden\u00e9 2014)<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Konkurencieschopnos\u0165 Konkurencieschopnos\u0165 je \u010dasto citovan\u00fd pojem, pod ktor\u00fdm sa zvy\u010dajne intuit\u00edvne rozumie schopnos\u0165 firmy (podniku) \u00faspe\u0161ne odol\u00e1va\u0165 konkurencii s rovnak\u00fdm alebo podobn\u00fdm zameran\u00edm na dom\u00e1com &hellip; <\/p>\n","protected":false},"author":12,"featured_media":25331,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[62,553],"tags":[70],"class_list":["post-8305","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manazment","category-vzdelavam-sa","tag-europska-unia"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Konkurencieschopnos\u0165 a vplyv inov\u00e1ci\u00ed na konkurencieschopnos\u0165<\/title>\n<meta name=\"description\" content=\"Vplyv inov\u00e1ci\u00ed na konkurencieschopnos\u0165. 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