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This study deals with current strategic challenges in connection with reshaping the fundamental conditions of corporate operation. This study is based on an experimental research project of domestic enterprises and to what extent Hungarian large enterprises are prepared for the current strategic challenges. The study examines how strategic directions and possible responses have changed in the course of the past five years in the following related areas: economic globalization, corporate sustainability, IT applications, workforce diversity and ethical responsibilities. The conclusions of the empirical survey serve as a reliable basis for the strategy development of businesses. [ABSTRACT FROM AUTHOR]

The aim of this paper is to contribute to the successful implementation of the sustainability corporate strategies. First, it summarizes the new strategic challenges of the 21st Century. In the next step, it determines the objectives, rules of the sustainability strategic alternatives and the critical factors of the strategic choices. Then, it describes the consequences of the simplistic addition of the social and environmental perspectives to the conventional Balanced Scorecard (BSC). Based on this, it outlines the structure of the Sustainability Balanced Scorecard (SBSC) and the steps of its definition. Relating to this, it introduces the proposals for the elements of the SBSC for the different sustainability strategies. Finally, it demonstrates the phases of the formation, and introduction of the "Credible" strategy in a chemical industry case study. [ABSTRACT FROM AUTHOR]