{"id":973,"date":"2025-11-21T17:57:22","date_gmt":"2025-11-21T16:57:22","guid":{"rendered":"https:\/\/forestgreen-narwhal-209192.hostingersite.com\/?p=973"},"modified":"2026-01-10T17:57:12","modified_gmt":"2026-01-10T16:57:12","slug":"test-post","status":"publish","type":"post","link":"https:\/\/legans.cz\/en\/test-post\/","title":{"rendered":"Kl\u00ed\u010de k\u00a0dlouhodob\u00e9mu \u00fasp\u011bchu organizac\u00ed?"},"content":{"rendered":"

Co stoj\u00ed za \u00fasp\u011bchem firem, kter\u00e9 p\u0159etrv\u00e1vaj\u00ed d\u00e9le ne\u017e dv\u011b stolet\u00ed? Spole\u010dnosti jako Koh-i-Noor, Herm\u00e8s nebo Colgate-Palmolive, zalo\u017een\u00e9 na po\u010d\u00e1tku 19. stolet\u00ed, p\u0159ekonaly sv\u011btov\u00e9 v\u00e1lky, finan\u010dn\u00ed krize i prom\u011bny trh\u016f a st\u00e1le prosperuj\u00ed. Jejich dlouhov\u011bkost nen\u00ed d\u00edlem n\u00e1hody, ale v\u00fdsledkem promy\u0161len\u00e9 strategie, schopnosti adaptace a d\u016frazu na prevenci<\/strong>.
Doba \u010dten\u00ed: <\/strong>8 minut<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Zat\u00edmco pr\u016fm\u011brn\u00e1 \u017eivotnost podnik\u016f v Evrop\u011b je mezi 12 a 15 lety [1], tyto spole\u010dnosti dokazuj\u00ed, \u017ee s vhodnou kombinac\u00ed prevence, flexibility a strategick\u00e9ho \u0159\u00edzen\u00ed lze dos\u00e1hnout trval\u00e9 existence i v neust\u00e1le se m\u011bn\u00edc\u00edm sv\u011bt\u011b.

Extr\u00e9mn\u00edm p\u0159\u00edpadem je katolick\u00e1 c\u00edrkev, kterou lze z tohoto pohledu d\u00edky sv\u00e9 mimo\u0159\u00e1dn\u00e9 dlouhov\u011bkosti a schopnosti zachovat si vliv a autoritu pova\u017eovat za jednu z nej\u00fasp\u011b\u0161n\u011bj\u0161\u00edch organizac\u00ed v\u0161ech dob [2]. U tohoto p\u0159\u00edkladu lze souhlasit s tvrzen\u00edm, \u017ee udr\u017eov\u00e1n\u00ed kontinuity je hlavn\u00edm smyslem existence organizac\u00ed [3].  P\u0159in\u00e1\u0161\u00ed zisk, jej\u00edm prost\u0159ednictv\u00edm doch\u00e1z\u00ed k p\u0159ed\u00e1v\u00e1n\u00ed d\u011bdictv\u00ed dal\u0161\u00edm generac\u00edm a je z\u00e1rukou udr\u017eitelnost\u00ed [4]. 

Pokud se zam\u011b\u0159\u00edme na ziskov\u00e9 organizace, prob\u011bhly d\u016fkladn\u00e9 v\u00fdzkumy s c\u00edlem identifikovat kl\u00ed\u010dov\u00e9 faktory pro odolnost podnik\u016f [5]. Tuto odolnost m\u016f\u017eeme definovat jako \u201eschopnost adaptace, zm\u011bny a rychl\u00e9ho zotaven\u00ed po p\u0159\u00edpadn\u00fdch obt\u00ed\u017e\u00edch nebo ukon\u010den\u00ed \u010dinnosti [6]\u201c.<\/p>\n\n\n\n

Adaptace<\/strong><\/p>\n\n\n\n

Schopnost podnik\u016f se p\u0159izp\u016fsobit se \u010dasto projevuje zejm\u00e9na v jejich schopnosti roz\u0161i\u0159ovat a diverzifikovat svou produktovou nab\u00eddku, tak, aby odpov\u00eddala aktu\u00e1ln\u00edm pot\u0159eb\u00e1m trhu. Skv\u011bl\u00fdm p\u0159\u00edkladem je spole\u010dnost Herm\u00e8s, kter\u00e1 s \u00fasp\u011bchem transformovala sv\u016fj sortiment \u2013 od v\u00fdroby ko\u0148sk\u00fdch postroj\u016f na celou \u0159adu luxusn\u00edch v\u00fdrobk\u016f. <\/p>\n\n\n\n

Pr\u00e1vn\u00ed organizace<\/strong><\/p>\n\n\n\n

Adaptace v\u0161ak nen\u00ed jen o inovac\u00edch a roz\u0161i\u0159ov\u00e1n\u00ed produktov\u00e9ho portfolia. Vid\u011bno optikou selsk\u00e9ho rozumu: „Budov\u00e1n\u00ed z\u00e1klad\u016f jak\u00e9hokoli \u00fasp\u011b\u0161n\u00e9ho podniku je obdobou stavby pevn\u00fdch z\u00e1klad\u016f domu<\/em><\/strong>.“[7]. <\/p>\n\n\n\n

Modern\u00ed ekonomika, zalo\u017een\u00e1 na d\u011blb\u011b pr\u00e1ce, vy\u017eaduje propracovanou koordinaci, aby bylo mo\u017en\u00e9 skl\u00e1dat dohromady specializovan\u00e9 \u00fakoly [8]. Zp\u016fsob, jak\u00fdm jsou tyto \u010dinnosti integrov\u00e1ny, je pro \u00fasp\u011bch organizace rozhoduj\u00edc\u00ed, co\u017e potvrzuje i p\u0159ekvapiv\u00e1 odolnost rodinn\u00fdch podnik\u016f [9]. <\/p>\n\n\n\n

Vedle rodinn\u00e9ho integrovan\u00e9ho modelu se modern\u00ed v\u00fdzkumy zam\u011b\u0159uj\u00ed na vliv pr\u00e1vn\u00ed organizace[10]. Budeme-li pokra\u010dovat v metafo\u0159e o stavb\u011b, \u201edob\u0159e navr\u017een\u00fd d\u016fm nem\u00e1 \u0161anci obst\u00e1t bez kvalitn\u00ed \u00fadr\u017eby<\/strong>.\u201c <\/p>\n\n\n\n

\u010cetn\u00e9 empirick\u00e9 v\u00fdzkumy ukazuj\u00ed, jak se \u00fasp\u011b\u0161n\u00e9 spole\u010dnosti s touto \u00fadr\u017ebou vypo\u0159\u00e1d\u00e1vaj\u00ed Zaprv\u00e9, sd\u00edlej\u00ed realistick\u00fd pohled na svou situaci, aby mohly \u010delit rozsahu pr\u00e1ce, kterou je t\u0159eba vykonat[11]. Zadruh\u00e9, kladou d\u016fraz na neust\u00e1l\u00e9 u\u010den\u00ed, d\u00edky kter\u00e9mu rychle reaguj\u00ed na zm\u011bny a p\u0159izp\u016fsobuj\u00ed se okoln\u00edmu prost\u0159ed\u00ed[12]. Zat\u0159et\u00ed, zauj\u00edmaj\u00ed proaktivn\u00ed postoj k jak\u00fdmkoli hrozb\u00e1m jejich existence[13].<\/p>\n\n\n\n

Prevence<\/strong><\/p>\n\n\n\n

To vede k dal\u0161\u00edmu z\u00e1sadn\u00edmu kl\u00ed\u010di k dlouhodob\u00e9mu \u00fasp\u011bchu organizace: prevenci probl\u00e9m\u016f <\/strong>[14]. Stejn\u011b jako by bylo nesmysln\u00e9 postavit d\u016fm bez hromosvodu, nebo jej stav\u011bt na kraji \u00fatesu, je riskantn\u00ed opom\u00edjet \u0159\u00edzen\u00ed rizik. Prevence a systematick\u00fd dohled nad riziky jsou nezbytn\u00fdm p\u0159edpokladem pro dosa\u017een\u00ed dlouhodob\u00e9ho \u00fasp\u011bchu a stability, jak\u00fdm se py\u0161n\u00ed nap\u0159\u00edklad \u010dlenov\u00e9 asociace Henokiens[15] \u2013 francouzsk\u00e9ho klubu spole\u010dnost\u00ed, kter\u00e9 nep\u0159etr\u017eit\u011b p\u016fsob\u00ed nejm\u00e9n\u011b 200 let, z\u016fst\u00e1vaj\u00ed v rodinn\u00e9m vlastnictv\u00ed a jejich \u0159\u00edzen\u00ed je st\u00e1le v rukou potomk\u016f zakladatel\u016f. Jin\u00fdmi slovy, v dob\u011b rostouc\u00ed nejistoty, jsou nep\u0159ipraven\u00e9 spole\u010dnosti v\u00edce vystaveny zhroucen\u00ed, \u010d\u00edm\u017e je ohro\u017eena jejich kontinuita<\/em>[16].<\/p>\n\n\n\n

Z\u00e1v\u011br<\/strong><\/p>\n\n\n\n

A\u010dkoliv se m\u016f\u017ee zd\u00e1t, \u017ee udr\u017eitelnost spo\u010d\u00edv\u00e1 v nem\u011bnnosti[17], studie odoln\u00fdch organizac\u00ed ukazuj\u00ed, \u017ee skute\u010dn\u00e9 udr\u017een\u00ed kontinuity p\u0159edstavuje sp\u00ed\u0161e trvalou, kognitivn\u00ed, strategickou, politickou a ideologickou v\u00fdzvu, kter\u00e1 vy\u017eaduje neust\u00e1l\u00e9 p\u0159izp\u016fsobov\u00e1n\u00ed a inovace, aby se p\u0159ekon\u00e1valy nov\u00e9 probl\u00e9my[18]<\/strong>. Udr\u017eitelnost organizace tak nen\u00ed statick\u00fd stav, ale nep\u0159etr\u017eit\u00fd proces zahrnuj\u00edc\u00ed nejen schopnost inovovat, roz\u0161i\u0159ovat nab\u00eddku, ale tak\u00e9 v efektivn\u00edm \u0159\u00edzen\u00ed rizik a ve vytv\u00e1\u0159en\u00ed pevn\u00fdch z\u00e1klad\u016f pro budoucnost.<\/strong><\/p>\n\n\n\n

***<\/p>\n\n\n\n

[1] C. ROWLEY, J. MUKHERJEE SAHA et D. ANG, \u201e2 – The depths and heights of business sustainability\u201c, in Succeed Or Sink, Chandos Publishing, Chandos Asian Studies Series, 1 janvier 2012, s. 29.<\/p>\n\n\n\n

[2] A. G\u00dcLER a D. CROWTHER, \u201eIntroduction: C. CADIOU et K. CADIOU, Le mod\u00e8le entrepreneurial familial durable: Comment devenir h\u00e9nokienne ?\u201c, Review Of Entrepreneurship, 2014, \u010d. 3-4, s. 70.<\/p>\n\n\n\n

https:\/\/www.cairn.info\/revue-de-l-entrepreneuriat-2014-3-page-51.htm#:~:text=Le%20mod%C3%A8le%20d’%C3%A9volution%20de,exerce%20sur%20un%20projet%20%C3%A9conomique.<\/a><\/p>\n\n\n\n

[3]  S. VERONNEAU, Y. CIMON et J. ROY, \u201eA Model for Improving Organizational Continuity\u201c, Journal Of Transportation Security, 2013, \u010d. 3, s. 209.<\/p>\n\n\n\n

[4] M. KRISTO, M. CINGULA et M. FILIPOVIC, “ Methodological Aspects of Measuring Business Resilience Building Resilient Society „, Economic Social Development International Scientific Conference On Economic Social Development, 2015, \u010d. 11, s. 68.<\/p>\n\n\n\n

[5] M. GIGET et V. HILLEN, P\u00e9rennit\u00e9, innovation et r\u00e9silience des entreprises: panorama mondial des entreprises historiques innovantes, Paris, European Institute for Creative Strategies & Innovation, 2021 ; P. Gaudron et A. Mouline, “ L’\u00e9ternit\u00e9 en h\u00e9ritage : enqu\u00eate sur les secrets de la r\u00e9silience des organisations „, International Management, Spring 2016, n\u00b03, s. 149.<\/p>\n\n\n\n

[6] M. KRISTO, M. CINGULA a M. FILIPOVIC, „Metodick\u00e9 aspekty m\u011b\u0159en\u00ed odolnosti podnik\u016f p\u0159i budov\u00e1n\u00ed odoln\u00e9 spole\u010dnosti“, art. pr\u00e9c., s. 68.<\/p>\n\n\n\n

[7] L.J. TRAUTMAN, T. LUPPINO et M. SIMMONS, “ Some Key Things U.S. Entrepreneurs Need to Know about the Law and Lawyers „, Texas Journal Of Business Law, 2016 2014, \u010d. 3, s. 157.<\/p>\n\n\n\n

[8] B.M. PAPILLON, “ Services juridiques \u00e0 l’entreprise et cr\u00e9ation de valeur selon Gilson „, Revue Internationale De Droit \u00c9conomique, 2017, \u010d. 4, s. 120.<\/p>\n\n\n\n

[9] Viz nap\u0159. L. B\u00c9GIN et al., “ La long\u00e9vit\u00e9 des entreprises familiales en question „, Revue De L’Entrepreneuriat Review Of Entrepreneurship, 2014, \u010d. 3-4, s. 12.<\/p>\n\n\n\n

[10] A. MASSON a M.J. SHARIFF, „Through the Legal Looking Glass: Vyd\u00e1n\u00ed: European Business Law Review, f\u00e9vrier 2011, n\u00b0Issue 1, s. 53-54.<\/p>\n\n\n\n

[11] D.L. COUTU, “ How Resilience Works „, Harvard Business Review, mai 2002, n\u00b05, p. 48 ; G. HAMEL et L. V\u00c4LIKANGAS, “ The Quest for Resilience. (cover story) „, Harvard Business Review, septembre 2003, n\u00b09, p. 54 ; L. B\u00c9GIN et D. CHABAUD, “ La r\u00e9silience des organisations: Le cas d’une entreprise familiale: Organizational resilience. P\u0159\u00edpad rodinn\u00e9ho podniku. „, Revue Fran\u00e7aise De Gestion, janvier 2010, \u010d. 200, s. 129 ; G. BERGER-WALLISER, P. SHRIVASTAVA et A. SULKOWSKI, “ Using Proactive Legal Strategies for Corporate Environmental Sustainability „, Michigan Journal Of Environmental Administrative Law, 2017 2016, \u010d. 1, s. 26.<\/p>\n\n\n\n

[12] R. KLEINHANS a kol., “ Understanding the durability of community enterprises in England. Results of a fuzzy-set Qualitative Comparative Analysis „, Public Management Review, mai 2023, n\u00b05, s. 940 ; P. GAUDRON et A. MOULINE, “ L’\u00e9ternit\u00e9 en h\u00e9ritage „, \u010dl. pr\u00e9c., s. 151; L. B\u00c9GIN et D. CHABAUD, “ La r\u00e9silience des organisations „, \u010dl. pr\u00e9c., s. 130.<\/p>\n\n\n\n

[13] G. BERGER-WALLISER, P. SHRIVASTAVA et A. SULKOWSKI, “ Using Proactive Legal Strategies for Corporate Environmental Sustainability „, \u010dl. pr\u00e9c., s. 10-11 ; L. B\u00c9GIN et D. CHABAUD, “ La r\u00e9silience des organisations „, \u010dl. pr\u00e9c., s. 130 ; G. HAMEL et L. V\u00c4LIKANGAS, “ The Quest for Resilience. (cover story) „, art. pr\u00e9c., s. 53.<\/p>\n\n\n\n

[14] S. VERONNEAU, Y. CIMON et J. ROY, “ A Model for Improving Organizational Continuity „, art. pr\u00e9c., s. 212-214 ; M. KRISTO, M. CINGULA et M. FILIPOVIC, “ Methodological Aspects of Measuring Business Resilience Building Resilient Society „, art. pr\u00e9c., s. 71.<\/p>\n\n\n\n

[15] https:\/\/www.henokiens.com\/; viz tak\u00e9 K. RICHOMME-HUET et A. D’ANDRIA, “ L’autre gestion des H\u00e9nokiens. Une perspective s\u00e9culaire des entreprises familiales „, Revue Des Sciences De Gestion, 2012, \u010d. 1, s. 27.<\/p>\n\n\n\n

[16] Viz S. VERONNEAU, Y. CIMON et J. ROY, „A Model for Improving Organizational Continuity“, art. pr\u00e9c., s. 209-210; G. HAMEL et L. V\u00c4LIKANGAS, „The Quest for Resilience. (cover story) „, art. pr\u00e9c.; C. COLLARD et C. ROQUILLY, “ Les risques juridiques et leur cartographie : proposition de m\u00e9thodologie „, Revue Des Sciences De Gestion, 2013, n\u00b05-6, s. 45.<\/p>\n\n\n\n

[17] A. G\u00dcLER et D. CROWTHER, “ Foreword „, in The Durable Corporation, Routledge, 2009, s. xv.<\/p>\n\n\n\n

[18] L. B\u00c9GIN et D. CHABAUD, “ La r\u00e9silience des organisations „, art. pr\u00e9c., s. 129-130 ; G. HAMEL et L. V\u00c4LIKANGAS, “ The Quest for Resilience. (cover story) „, art. pr\u00e9c., s. 54-55.<\/p>\n\n\n\n

<\/p>","protected":false},"excerpt":{"rendered":"

Co stoj\u00ed za \u00fasp\u011bchem firem, kter\u00e9 p\u0159etrv\u00e1vaj\u00ed d\u00e9le ne\u017e dv\u011b stolet\u00ed? Spole\u010dnosti jako Koh-i-Noor, Herm\u00e8s nebo Colgate-Palmolive, zalo\u017een\u00e9 na po\u010d\u00e1tku 19. stolet\u00ed, p\u0159ekonaly sv\u011btov\u00e9 v\u00e1lky, finan\u010dn\u00ed krize i prom\u011bny trh\u016f a st\u00e1le prosperuj\u00ed. Jejich dlouhov\u011bkost nen\u00ed d\u00edlem n\u00e1hody, ale v\u00fdsledkem promy\u0161len\u00e9 strategie, schopnosti adaptace a d\u016frazu na prevenci. Doba \u010dten\u00ed: 8 minut Zat\u00edmco pr\u016fm\u011brn\u00e1 \u017eivotnost […]<\/p>","protected":false},"author":1,"featured_media":1233,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[1],"tags":[],"class_list":["post-973","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"_links":{"self":[{"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/posts\/973","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/comments?post=973"}],"version-history":[{"count":4,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/posts\/973\/revisions"}],"predecessor-version":[{"id":1071,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/posts\/973\/revisions\/1071"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/media\/1233"}],"wp:attachment":[{"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/media?parent=973"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/categories?post=973"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/legans.cz\/en\/wp-json\/wp\/v2\/tags?post=973"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}