Abstract
Small and medium enterprises carry out their activities in a dynamic environment that is affected by various processes that also impact their sustainability. The future has the companies that are able to respond promptly to the challenges and are able to exploit opportunities sufficiently. One form of modern entrepreneurship that could help SMEs' sustainability in this environment is the cluster cooperation. This form of entrepreneurship brings many positive effects, but is also affected by various risks. The main aim of this study is to assess the perception of selected business risks that have an impact on SMEs' engagement into cluster cooperation. Using the questionnaire surveys of 1004 SMEs the perception was evaluated with emphasis on the differences between micro-small- and medium sized enterprises. From the data obtained, the tendencies are exposed through the evaluation of following risk categories such as: Market risks, Relation risks, Common resources risks, Operational risks, and Competency risks being assigned by a particular risk indicator afterwards. The final evaluation being made upon all respondents’ answers analysis has confirmed that the competition risk turned out to be the most important risk indicator.
Highlights
The competitiveness of countries is determined by the ability of companies to succeed on global markets and to maintain their competitiveness
The participation on survey for small and medium enterprises (SMEs) was limited by their experience or knowledge of cluster cooperation
The cluster cooperation towards sustainable entrepreneurship brings various risks. This is confirmed by scientists who deal with this topic
Summary
The competitiveness of countries is determined by the ability of companies to succeed on global markets and to maintain their competitiveness. The sustainable competitiveness of companies is currently being achieved and maintained mainly through innovation This activity needs to manage specific business steps, Kovaľová & Kulčár, (2017) recommended to use innovation management information systems. Innovative business activities are seen as a highly interactive process in which intensive contacts with customers, suppliers, and various collaborations have a major impact on companies' ability to offer competitive solutions (Drulák & Druláková, 2014). These interactions make businesses tend to be geographically concentrated with many sector-oriented businesses and institutions, and build mutually beneficial relationships, creating so-called clusters. An example of a successful geographically localized cluster is a Silicon Valley in the USA (Obadi, Korcek, 2016)
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