Search results

1

A 3D model and typology of organisational culture

100%

Sułkowski Ł.

Journal of Intercultural Management

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2013

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vol. 5

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issue 2

17-30

EN

The proposed model of organisational cultures I used in my research is based on three dichotomous dimensions borrowed from G. Hofstede and other researchers. Although Hofstede proposed studying organisational cultures according to other dimensions of values than in the case of cultures of whole societies, there are numerous authors who think his model is more general and so apply it to organisational cultures too. It seems that three out of five dimensions proposed by Hofstede can become a basis for such a multidimensional model and typology. I am also in favour of this approach, as I believe that three of the dimensions included in Hofstede’s model are of a universal character, whether they concern individuals, organisational cultures or social cultures [Sułkowski 2012, pp. 103-118]

2

The Organisational and Social Climate Level of an Institution as One of the Determinants of Internal Security

80%

Stawnicka J., Klonowska I.

Internal Security

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2016

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vol. 8(2)

19-30

EN

The subject of this article is the issue of the social climate of the institution as one of the determinants of security in the perspective of Police research. In the literature on the issue of the social climate of the institution the reality is that it is difficult to find references to this concept in respect of the police. It seems that this is conditioned by the specific nature of the current form of the functioning of the Police and its organisational structure. The subject of the study is a proposal for research into the social climate in the Police. Based on the literature on the subject the phenomenon of social climate is described along with its influence on the sense of comfort and satisfaction of the employees. A good social climate contributes to the co-operation of employees, as well as stimulates a sense of loyalty to the group and responsibility for its success. Further on in the article remarks on the study of a social climate scale by R H Moss are presented, along with an indication of the division of the statements contained in this scale, taking into account the content of the messages. This approach to the scale of social climate is justified in the third part of the article, which presents the concept of research on the social climate of the institution as one of the determinants of security in the perspective of the police research which will be carried out by the Authors of the article.

3

Employees’ Attitudes towards Organisational Change: An Explanatory Model Proposal

80%

Nowak W.

Kultura i Edukacja

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2014

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issue 6(106)

89-104

EN

The aim of this article is to present formal organisations employees’ attitudes towards organisational change explanatory model. Initially, main results of conducted desk research on uptodate literature in the field are presented. The analysed secondary data sources mainly consist of research results on social phenomena accompanying organisational change. Three main conclusions of desk research constitute a basis for the explanatory model itself: an existence of noticeable need of bridging gaps between paradigms, necessity of taking a more balanced view on distance in employees attitudes towards change initiative and explaining relationship between individual attitudes and organisational culture. Next, the theoretical model of employees’ attitudes towards organisational change explanation is presented. It is developed on a basis of three distinguished concepts: Pamela S. Tolbert’s and Lynne G. Zucker’s microinstitutional theory, Krzysztof Konecki’s integrated organisational culture model and Paul J. Di Maggio’s and Walter W. Powell’s organizational field concept. Finally, the capabilities and challenges related to empirical application of presented explanatory model are discussed.

4

Organisational Culture as Organisational Identity - Between the Public and the Private

80%

Erčulj J.

Organizacija

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2009

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vol. 42

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issue 3

69-76

EN

The author discusses the notion of organisational culture and relates it to the notion of organisational identity. Culture as a group identity involves elements of stability, homogeneity and integrity but this can be very much altered through post-modern understanding of relationships between localities and their contexts. The research that was conducted in two primary schools in Slovenia is based on the symbolic notion of organisational culture. We explored what meanings are assigned to schools in public documents, during rituals and in teachers' and headteachers'narratives. The findings indicate the co-existence of two cultures and hence of two identities, ‘the public’ and ‘the private’, the former being closer to the corporate identity and the latter to multiple identities. The managers should be aware of both and should use the in-between space for on-going discussions and negotiations.

5

Organisational culture as a part in the development of open innovation - the perspective of small and medium-sized enterprises

80%

Szymańska K.

Management

|

2016

|

vol. 20

|

issue 1

142-154

EN

The ability to introduce various concepts and business models is nowadays a prerequisite of creating a competitive advantage. This is to a large extent closely linked to the ability of enterprises to create, implement and disseminate a variety of innovative solutions. Today the use of open innovation is a necessity. This applies not only to large organisations, but also to small and medium-sized enterprises. In order to implement open innovation, small and medium-sized enterprises need to effectively manage their own growth through the preparation of appropriate strategies and the development of a model that encompasses all changes, taking into account a number of factors related to the growth dynamics of this sector. It is understood that an appropriate organisational culture plays an important role in the implementation of innovation in the sector of small and medium-sized enterprises. There are many indications that a cultural mismatch and misunderstanding are the main reasons for major problems related to the low level of implementation of innovation by small and medium-sized enterprises. The aim of the paper is to outline the issue of the impact of organisational culture on the development of the concept of open innovation in the sector of small and medium-sized enterprises.

6

The manager and the safety culture of the organisation: a conceptual model

80%

Leśniewski M. A.

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2022

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vol. XLVII

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issue 2

103-112

EN

Safety is a problem that every organization that wants to shape its competitiveness must be able to face in order to maintain its advantage on the market. From the point of view of the management process, the implementer of the organisation’s safety is a manager who – in shaping the organisational culture – must take into account safety factors in the broad sense of the word. Safety culture is a determinant of an organisation operating in the second decade of the 21st century. The aim of the study is to present the proprietary conceptual model of the organisation’s safety culture manager. The article was created as a result of a study of the literature on the subject along with the author’s interpretation.

7

Multiple Paradigm Research on Organisational Culture: An Introduction of Complexity Paradigm

70%

Podjed D.

Organizacija

|

2011

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vol. 44

|

issue 1

11-21

EN

The author presents multiple paradigm research into the organisational culture of a birdwatching association, where he conducted his ethnographic research. On top of the functionalist, interpretive, radical structuralist and radical humanist paradigms as presented by Gibson Burrell and Gareth Morgan, he applies the fifth paradigm into the analysis of the organisation. The so-called complexity paradigm, which was formed in 1980's based on findings about complex systems and networks that emerged in natural and social sciences, summarizes all other paradigms, integrating them into a coherent unit. According to the author, the approach that exploits the benefits of each previously known paradigm illustrates comprehensively the complexity of organisational cultures, whereas the new paradigm upgrades our previous knowledge on organisations.

8

Attitudes Toward Workplace Mobbing in Slovenian Research Organisations

70%

Horvat B., Pagon M.

Organizacija

|

2012

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vol. 45

|

issue 4

159-173

EN

Creating a "mobbing-safe" working environment can be a real challenge; to achieve it, a better understanding of related constructs is necessary. To obtain insight into researchers' attitudes toward workplace mobbing and behavioural intentions, we used a case scenario method. The results show that respondents, on average, consider the mobbing cases presented in a questionnaire to be very serious. Their attitudes and behavioural intentions depend more on their opinion about colleagues' attitudes and related intentions and less on their own, which shows a lower integrity than desired. Low willingness to report the violator, lenient discipline sanctions and the absence of proper organisational rules create favourable conditions for workplace mobbing in Slovenian public research organisations. This paper also proposes measures based on the research findings of various authors and identifies new questions that could be addressed in further research.

9

How We Do Things Around Here. The Polish-Dutch Comparison Of The University Organisational Culture

70%

Glińska-Neweś A., Nispen P. v.

Journal of Intercultural Management

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2014

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vol. 6

|

issue 4-1

5-23

EN

Analyses and international comparisons of university organisational cultures are rare or even non-existing in management studies. Our paper fills this gap, presenting the results of a pilot study conducted in two units representing a Polish and a Dutch university. The survey has been carried out on a basis of a model and a measuring tool created by the Dutch researcher Aldert P. Dreimüller. Using two dimensions of change tolerance vs. control; and internal vs. external orientation he proposed a typology of four organisational cultures: task, aim, team and process culture. Each type is described with the same set of criteria. The types identified in the course of our survey are interpreted through the lens of the national cultures of the Netherlands and Poland. However, the main result of the study, and thus the main aim of this paper, is a multi-faceted usage and test of the Dreimüller’s tool.

10

Pomiar kultury organizacyjnej good governance w jednostkach administracji publicznej Marzena Cichorzewska, Dawid Kostecki

70%

Haładyj A.

Przegląd Sejmowy

|

2023

|

issue 2(175)

169-177

EN

Review of the monograph by Marzena Cichorzewska and Dawid Kostecki Organisational Culture of Good Governance in Public Administration Units. Good Practice Handbook covers the formal and substantive evaluation of the work, which is a valuable scientific monograph that accurately combines theoretical issues with practice. In addition to the analysis of doctrinal positions and the authors’ own proposals, it contains a presentation of a diagnostic tool constructed as part of the research project “Organisational culture in public administration units – Good Governance” along with valuable interpretative guidelines that enable the measurement of the organisational culture of a given organisation.

11

Changes in Organisational Culture in Schools and Readiness of Teachers for Those Changes

70%

Salumaa T.

Journal of Teacher Education for Sustainability

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2007

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vol. 8

5-13

EN

An investigation into Estonia's educators' representations of organisational culture, based on the typologies of R. Harrison and C. Handy, and into the educators' cognitive orientation on the basis of J. Rotter's internality/externality scale was carried out. The aim was to determine, whether the organisational culture in Estonia's schools supports the sustainable development of teachers. The study revealed that amongst Estonia's teachers the individuality-oriented individualistic culture dominated, and that almost half of the teachers had an external locus of control. The conclusion was drawn that the culture of learning organisation was not characteristic of Estonia's schools, while that type of culture would best support the professional and sustainable development of teachers.

12

External and global, or internal and local? Which main factors shape the organisational culture of shared service centres of transnational corporations in Poland?

70%

Niewierko M.

e-mentor

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2022

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vol. 96

|

issue 4

48-59

EN

Organisational culture has been the topic of research and in-depth analysis for around fifty years, emphasising the multifaceted nature and operationalisation challenges of organisational culture. Studies on its manifestations (i.e. values, behaviours, symbols) and functions have been conducted in relation to corporations, perceived as one entity rather than its subsidiaries. The aim of this article is to investigate the factors shaping the organisational culture of the growing number of shared service centres (SSC) of transnational corporations in Poland, an area that has not yet been thoroughly explored. The article is both theoretical and empirical, with the theoretical part devoted to the characteristics of the growing numbers of SSCs in Poland and a comprehensive classification of environmental factors in which SSCs function, while in the empirical part the author conducted statistical tests regarding the choice of dominant factors shaping SSC culture. A practical dimension of the study is the ranking list of factors shaping the SSC organisational culture: at the top of the rank are the factors related to the activity profile (both for the SSC and parent company) and human capital factors (age, competences, qualifications, employee gender both for the SSC and the parent company). The reverse approach to culture, concentrating more on the process of shaping it rather than an analysis of the actual state and the specificity of the culture, brings added value to the study.

13

Managing the culture of fear in shaping the behavior and attitudes of the members of the organization

70%

Nagody-Mrozowicz K., Mrozowicz K.

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2022

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vol. XLIX

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issue 4

97-110

EN

The aim of this study is to show the culture-forming role of fear as a tool of cynical managerial pragmatism, which can be used in a planned and coordinated way. For this purpose, a critical analysis of the literature on the subject was made, and basing on existing written sources, an original theoretical models were proposed that can become the basis for conceptualization for further empirical research.

14

Social return and organisational culture

61%

Meurs D., Spruijt A., Pannerden P. v. N. t.

Journal of Intercultural Management

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2015

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vol. 6

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issue 3

57-71

EN

‘Social return’ (SR) is a term in the Netherlands that summarises all efforts to integrate people with a mental or physical handicap in the labour market. It is an important political topic because government wants not only an inclusive society but also a decrease of expenditures on social benefits; an important topic for employers, because organisations can profile themselves as socially responsible; and a topic for applied research, finding ways and means of realising the concept. The Rotterdam University of Applied Sciences is mainly involved because of the value of SR for applied research and the development of solutions that work. Several projects have been implemented with third parties, all of them involving students, e.g. through BA graduation research. However, the research also shows that there is no large-scale adoption among entrepreneurs yet. Three problems have been identified: (1) the SR policy currently has many negative side effects; (2) entrepreneurs must recognize that the involvement of employees with a SR indication not only costs money but may also contribute to profits; (3) insufficient attention is paid to finding the proper match between possible employees and suitable jobs (possibly with an adapted working environment). However, ‘social return’ is a feasible concept and the problems may be addressed. At the same time the initial efforts on realising ‘social return’ point at the importance of organisational culture. The main aim of this paper is to show the link between organisational culture and the successful implementation of social return.

15

‘You Can’t Take It Personally’: Emotion Management as Part of the Professional Nurse’s Role

61%

Šmídová Matoušová O., Tollarová B.

Sociologický časopis. Czech Sociological Review

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2014

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vol. 50

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issue 6

839-874

EN

This study looks into the culture of nursing professionals in the present-day Czech health-care system at a time of personal, generational, and educational transitions (reforms), which have driven a change of organisational-cultural means in the relationship between two key professions: doctors and nurses. The article presents the results of a biographical study of nurses, paying detailed attention to their emotional labour in cooperation with doctors in accident and emergency ward settings. The study draws on the concept of organisational culture in practice/action, on a Goffmanian and Garfinkelian ethnomethodology of scripts of interaction (rules, norms) in order to reconstruct the feeling rules that govern a nurse’s emotional display and her role in cooperating with doctors. The article stresses the importance of emotion management as a substantial part of the gendered professional identities of health-care workers and discusses the situations when nurses’ subordinate status requires a kind of stressful emotion management to keep the doctor-nurse professional relationship intact, which is not required from doctors. The study also presents a variety of coping strategies or practices normalising these morally questionable feeling rules and norms, which guide action as an integral part of the ordinary practices of the social organisation of the nurse’s occupation in hospital settings.

16

The Influence of National Culture on Management Culture on the Example of Polish and Ukrainian Institutions

61%

Szydło J.

Przedsiębiorstwo we współczesnej gospodarce - teoria i praktyka

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2017

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vol. 3

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issue 22

263-277

PL

Kultura ukierunkowuje sposób myślenia o człowieku, ustanawia też ramy tego, co uznaje się za sposoby realizacji człowieczeństwa. Jest zawsze "czyjąś" kulturą, ponieważ tworzą ją konkretni ludzie i w niej się wyrażają. W artykule skoncentrowano się na pokazaniu wpływu kultury narodowej na kulturę zarządzania, przenikaniu wartości z otoczenia zewnętrznego do organizacyjnej rzeczywistości. Przeanalizowano wyniki badań, które zostały przeprowadzone w organizacji polskiej i organizacji ukraińskiej. W przyjętej procedurze badawczej dokonano diagnozy wymiarów kultury (dystans władzy, indywidualizm-kolektywizm, męskość-kobiecość, unikanie niepewności), jak również ich charakterystyki porównawczej z uwzględnieniem kryterium narodowości. Poddane analizie ilościowej dane zostały zebrane w trakcie badań pracowników przedsiębiorstwa polskiego oraz pracowników przedsiębiorstwa ukraińskiego. W dalszej kolejności przeprowadzono wywiady pogłębione z menedżerami obu tych organizacji. W tym przypadku zastosowano analizę jakościową. Miała ona na celu identyfikację cech kulturowych w zarządzaniu badanymi podmiotami. Uznano, że na kształtowanie stosunków międzyludzkich, wzajemnych relacji między pracownikami, a także między pracownikami a kierownictwem, mają wpływ kierujący tą organizacją menedżerowie wyższego szczebla. Mają więc wpływ na kształtowanie kultury zarządzania.

EN

Culture gives direction to the way of thinking about humans, provides a framework of what is considered as ways of realisation of humanity. It is always “somebody’s” culture because it is created by specific people and these people express themselves in the culture. This article concentrates on showing the influence of national culture on management culture, permeation of values from outside environment to organisational reality. The results of the research that had been carried out in the Polish and the Ukrainian organisations were analysed. In the adopted research procedure a diagnosis of cultural dimensions (power distance, individualism-collectivism, masculinity-femininity, uncertainty avoidance) and their comparative characteristics were made taking into account the criterion of nationality. The data collected during the studies of the employees of the Polish and the Ukrainian companies were given quantitative analysis. Afterwards, in-depth interviews with the managers of both these organisations were carried out. In this case, qualitative method was used. Its aim was to identify cultural features in the management of the studied subjects. It was concluded that shaping interpersonal, mutual relations between the employees and also between the employees and the management is influenced by the senior managers who lead the organisation. Therefore, they influence the formation of the management culture.

17

Kultura organizacyjna zorientowana na wiedzę

61%

Chmielewska-Muciek D.

Organizacja i Zarządzanie : kwartalnik naukowy

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2008

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vol. nr 4

115-125

PL

Artykuł porusza tematykę związku, jaki istnieje między kulturą organizacyjną a procesem zarządzania wiedzą. Kultura organizacyjna rozważana jest jako istotne uwarunkowanie możliwości i skuteczności wdrażania koncepcji zarządzania wiedzą. Podjęty problem badawczy opiera się na opisie wpływu wybranych wartości kulturowych na poszczególne etapy zarządzania wiedzą. Relacje te zostały głównie ograniczone do wskazania wartości kulturowych, które tworzą sprzyjające dla zarządzania wiedzą środowisko kulturowe. Wybór analizowanych wartości został dokonany w oparciu o fachową literaturę. Z jej przeglądu wynika że szczególną rolę odgrywają: mały dystans władzy, nastawienie na ludzi, wysoka tolerancja niepewności, proinnowacyjność, otwartość na kontakty z otoczeniem, status oparty na osiągnięciu.

EN

The article presents the relationship between organisational culture and a knowledge management process. Organisational culture is regarded as a crucial condition for opportunities and efficient implementation of the concept of knowledge management. The analysed issue uses the description of the influence of selected cultural values on each stage of a knowledge management process. The relationships refer mainly to such cultural values that form a cultural environment supporting a knowledge management process.

18

Strategic Orientation and Organisational Culture in Polish Public Organisations: Insights from the Miles and Snow Typology

61%

Wronka-Pośpiech M., Frączkiewicz-Wronka A.

Management

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2016

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vol. 20

|

issue 1

126-141

EN

Polish public organisations are often perceived as having strong bureaucratic orientation, avoiding both change and risk. However, in the last decade a distinct change in the management model of public organisations can be noticed. Public sector becomes an open ground for mergers and partnerships, entrepreneurial leadership, diversified services and commercialization (Golensky and DeRuiter 1999; Zimmerman and Dart, 1998; Pollitt and Bouckaert, 2004; Walker, 2013]. Public organisations embrace these strategies from the for-profit sector in order to manage change and to be effective. Most importantly, public organisations are adopting these frameworks in order to survive the changing operating environment, including changes in the level of government funding. Our paper draws on the Miles and Snow (1978) typology of generic strategies - prospectors, defenders, analysers, and reactors - to identify different organisational strategies within public organisations providing social services in Poland. In order to assess organisational culture we used the most widespread and used in many empirical studies Cameron and Quinn’s model (2003), the Competing Values Framework (CVF), from which four cultures - adhocracy, clan, market and hierarchy - emerge. The choice of these two providers of social services was dictated by our conviction, that these organisations are critical both for the national economy and for mitigating, counteracting and preventing social exclusion.

19

Paradoksy innowacji

57%

Skwarska-Maciejczuk E.

Kwartalnik Nauk o Przedsiębiorstwie

|

2018

|

vol. 47

|

issue 2

82-89

EN

Organisations face a paradox of innovations. On the one hand, the companies bear the costs of research, creation of new products, improving production technologies and func-tioning of research and development units, establish cooperation with academic institu-tions. On the other hand, they lose the chance for a rapid commercialisation and protec-tion of the results. The aim of this article is to identify the causes that undermine the inno-vative activities of companies. The research problem of the article has been presented on the basis of case studies of two organizations. The results showed that the key issue for the organisations is making strategic decisions, aiming at building competitive advantages based on knowledge and innovations, lack of management strategies and the ability to quickly commercialise the solutions developed as part of the innovative activity.

PL

W organizacjach dochodzi do paradoksu innowacji. Z jednej strony przedsiębiorstwa pono-szą koszty badań, kreacji nowych produktów, ulepszania technologii produkcyjnych i funk-cjonowania komórek badawczo-rozwojowych, nawiązują współpracę z ośrodkami akade-mickimi. Z drugiej zaś tracą szansę na szybką komercjalizację i ochronę wyników. Celem artykułu jest identyfikacja przyczyn osłabiających działalność innowacyjną przedsiębiorstw. Problem badawczy w artykule przedstawiony został w oparciu o studium przypadków dwóch organizacji. Wyniki badań pokazały, że kluczowym problemem dla organizacji jest podejmowanie decyzji strategicznych, nastawionych na budowanie przewag konkurencyj-nych w oparciu o wiedzę i innowacje, brak strategii zarządzania wiedzą oraz umiejętności szybkiej komercjalizacji rozwiązań wypracowanych w ramach działalności innowacyjnej.

20

Kultura Lean Management w polskich szkołach wyższych (wyniki badań pilotażowych)

57%

Maciąg J.

Nauka i Szkolnictwo Wyższe

|

2018

|

issue 1(51)

69-95

EN

If the process-based approach is not directly connected with changes in organizational culture, it minimizes benefits of restructuring the school and does not contribute to process improvement in the long term. The paper presents a preliminary results of the research which purpose was to identify the common characteristics of Lean Culture in HEIs and to evaluate a range of changes in organizational culture with respect to LM implementation. In research author used the methods of literature analysis, questionnaires (based on the dimensions of Lean Culture formulated in the Likert’s book “The Toyota Way”), interviews and own experience. The general hypothesis formulated in the research was confirmed - the organizational culture of investigated universities hinders the implementation of LM. The assessment of Lean Culture is statistically influenced by the type of school, function in organisation and seniority. The results of interviews showed that the critical condition of successful change of organisational culture in a university is adoption of the bottom – up approach. This approach allows to integrate the changes in organisational and technical system and social system in an organisation. The results of research also indicate that the usage of a functionalist paradigm doesn’t allow to take into consideration all dimensions of Lean Culture. Therefore, researchers have been calling for the broadening of the research perspective with a humanistic approach based on the interpretative paradigm.

PL

Brak powiązania wdrażania Lean Management ze zmianą kultury organizacyjnej obniża trwałość efektów restrukturyzacji oraz nie przyczynia się do doskonalenia procesów w szkole wyższej w długiej perspektywie. W artykule przestawiono wyniki badań, których celem była identyfikacja cech kultury organizacyjnej szkół wyższych w kontekście wdrażania koncepcji LM oraz określenie zakresu niezbędnych zmian. W badaniach zastosowano metody analizy literatury przedmiotu, badań ankietowych (przeprowadzonych w szkołach wyższych z wykorzystaniem wymiarów Kultury Lean opisanych w książce The Toyota Way Likerta), wywiadów z pracownikami oraz doświadczenia własne autorki. Wyniki badań ankietowych potwierdzają postawioną hipotezę, że kultura organizacyjna badanych szkół stanowi barierę we wdrażaniu Lean Management. W wyniku przeprowadzonej analizy regresji można stwierdzić, że zmiennymi, które w istotny sposób różnicują wyniki ankiety są: rodzaj szkoły, funkcja oraz staż pracy. Wywiady wskazują, że zmiana techniczno-organizacyjna przebiega równolegle i jest zintegrowana ze zmianą społeczną, tylko wtedy kiedy projekty są wdrażane z przyjęciem podejścia oddolnego. Wyniki badania jednoznacznie wskazują, że zastosowanie paradygmatu funkcjonalistycznego w badaniu kultury organizacyjnej uczelni jest niewystarczające, gdyż nie pozwala, dostrzec w pełni innych składników i obszarów Kultury Lean. Dlatego postuluje się rozszerzenie perspektywy badawczej o podejście humanistyczne oparte na paradygmacie interpretatywnym.

Refine search results

A 3D model and typology of organisational culture

The Organisational and Social Climate Level of an Institution as One of the Determinants of Internal Security

Employees’ Attitudes towards Organisational Change: An Explanatory Model Proposal

Organisational Culture as Organisational Identity - Between the Public and the Private

Organisational culture as a part in the development of open innovation - the perspective of small and medium-sized enterprises

The manager and the safety culture of the organisation: a conceptual model

Multiple Paradigm Research on Organisational Culture: An Introduction of Complexity Paradigm

Attitudes Toward Workplace Mobbing in Slovenian Research Organisations

How We Do Things Around Here. The Polish-Dutch Comparison Of The University Organisational Culture

Pomiar kultury organizacyjnej good governance w jednostkach administracji publicznej Marzena Cichorzewska, Dawid Kostecki

Changes in Organisational Culture in Schools and Readiness of Teachers for Those Changes

External and global, or internal and local? Which main factors shape the organisational culture of shared service centres of transnational corporations in Poland?

Managing the culture of fear in shaping the behavior and attitudes of the members of the organization

Social return and organisational culture

‘You Can’t Take It Personally’: Emotion Management as Part of the Professional Nurse’s Role

The Influence of National Culture on Management Culture on the Example of Polish and Ukrainian Institutions

Kultura organizacyjna zorientowana na wiedzę

Strategic Orientation and Organisational Culture in Polish Public Organisations: Insights from the Miles and Snow Typology

Paradoksy innowacji

Kultura Lean Management w polskich szkołach wyższych (wyniki badań pilotażowych)