Social management and sustainability in Slovakia

comparing approaches in companies and non-profit organizations in an international context

Abstract

This study examines the development and implementation of social management in Slovakia, with a comparative focus on Germany and the Scandinavian countries. Social management, understood as an integrative approach combining economic, social, ethical, and environmental dimensions of organisational governance, has become a critical component of sustainable development in both corporate and non-profit sectors. The research aims to analyse how social management is conceptualised and applied by Slovak companies and non-governmental organisations, identify key differences compared with selected Western European models, and explore the barriers and opportunities influencing its further development in the Slovak context. The study employs a qualitative comparative research design, drawing on document analysis, content analysis of CSR and sustainability reports, and selected case studies of companies and non-profit organisations. The analytical framework is grounded in key theoretical concepts, including corporate social responsibility (CSR), stakeholder theory, the triple bottom line, and the ESG (Environmental, Social, Governance) reporting framework. These approaches are complemented by references to broader sustainability agendas, particularly the United Nations Sustainable Development Goals (SDGs). The findings indicate that social management in Slovak companies is applied in a fragmented and less systematic manner compared to Germany and Scandinavia, where it is more deeply embedded in organisational strategies and supported by long-standing institutional and cultural traditions. Slovak firms tend to focus on philanthropic and reputational activities, while environmental and governance dimensions are less consistently integrated into core decision-making processes. In contrast, non-profit organisations in Slovakia naturally incorporate social management into their missions and daily practices. Yet, their effectiveness is constrained by limited financial resources, project-based funding, and dependence on external donors. The comparative analysis highlights the significant role of historical experience, institutional trust, legislative frameworks, and societal expectations in shaping national approaches to social management. The study concludes with practical recommendations for companies, non-profit organisations, and policymakers to strengthen the strategic integration of social management, enhance transparency and stakeholder engagement, and support sustainable development in Slovakia. Overall, the research contributes to both academic debate and practical discourse by contextualising social management within a post-transition economy and a broader European sustainability framework.