Competitiveness is a key feature for the management of the modern organizations. Its development and sustainability are based on the use of the available resources with optimal efficiency, the organization's ability to adapt to the fast changing environment, as well as the speed and efficiency of the implementation of innovations. The purposeful increase of an organization's competitiveness is connected with investments in human resources development, technological renovations and improvement of the work conditions as a whole.

Entrepreneurship and Sustainability Issues is a peer-reviewed journal which publishes original research papers and case studies

Entrepreneurship and Sustainability Issues is a peer-reviewed journal which publishes original research papers and case studies

The significance of the Corporate Social Responsibility (CSR) for obtaining organizational sustainability is highly emphasized in the contemporary business practices. The socially responsible activities are being implemented in the organizational strategies in order to evaluate the impact on the environment, the society, the employees, the vendors and the customers. In the context of the human resources management, the organizations aim to realize how the corporate social responsibility concerns the functions, the roles and the activities related to the human resources, like: recruitment and access to employment, training and career development, as well as well-being and motivation at the work place.

The concept of competitive advantage is central for the strategic management literature. The researchers` ideas in this field are broad and comprehensive - from an attempts to define and measure the advantage, through its sources, to the complex of conditions that presuppose its existence at all, and its preservation for a longer period. The activities to protect it in a highly dynamic environment are a great challenge. This makes the topic of the necessary and sufficient requirements that the sources of competitive advantage have to meet in order to ensure its sustainability. Studying the conditions needs the sustainability to be defined, and with respect to the requirements of dynamism coming from the outside environment. The purpose of this article is to study, systematize and summarize existing scientific opinions about the conditions that ensure the sustainability for the competitive advantage and to identify the reasons for moving to its flexibility. In order to achieve this objective, it is necessary to fulfil the following tasks: - to consider the prerequisites for sustainability and to derive a definition of "sustainable competitive advantage"; - to highlight the specific features of the transitional competitive advantages; - to indicate the implementation of the two concepts in business organizations

Introduction. The fintech industry has focused on its potential, as it has rethought the possibilities and put the provision of financial services in a digitally developed world on a completely different level. The digital transformation of financial services, made possible by the rapid development of new technologies that ensure reliable transactions, has boosted the growth of FinTech companies. Aim and tasks. The study aims to comprehensively assess the determinants of the ability of FinTech companies to achieve market leadership, sustain innovation activity, and ensure regulatory compliance in the context of the financial sector’s digital transformation. Results. The expert survey developed a standardised codebook to evaluate 15 FinTech companies grouped into three clusters, resulting in a composite index and validating hypotheses about the factors determining growth. The regulatory environment (RE, 0.148), trust and security (TS, 0.139), and access to finance (AF, 0.117) form the core determinants, followed by technological infrastructure (TI, 0.111) and team quality (TQ, 0.108), and the remaining factors have lower relative weights (<0.09). The inter-firm differences are mainly explained by the performance on the regulatory-trust and financial-technology determinants, and the sensitivity analysis shows that a 1-point (0–5) increase in RE/TS/AF increases the index by approximately +0.030/+0.028/+0.023, which quantitatively confirms their leading roles. A comparative analysis of the cohorts showed that the leaders (C1–C7) demonstrated high results (≥4 points on 9–10 factors out of 10) and significant superiority in technology infrastructure (TI) and team quality (TQ). At the same time, the remaining groups of companies had more fragmented profiles with pronounced weaknesses. Conclusions. FinTech growth relies on a core of regulatory stability (RE), trust and security (TS), and access to finance (AF), complemented by technological infrastructure (TI) and team quality (TQ). Predictable regulation, access to capital, high-security standards, and targeted partnerships maximise the chance of “gazelle” or “unicorn” growth. A predictable regulatory environment and access to investment capital play a key role in accelerating the growth of the FinTech ecosystem. FinTech management should prioritise investments in technology infrastructure, developing highly skilled teams, creating targeted partnerships and ecosystems (PEs), and developing scalability and international expansion (SIEs) to transform high-growth companies into leaders.