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1
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Nurt zasobowy w teorii firmy

100%
Sulimowska-Formowicz M.
Gospodarka Narodowa. The Polish Journal of Economics
|
2002
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vol. 176
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issue 5-6
41-60
2
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Metody pomiaru konkurencyjności przedsiębiorstwa

63%
Stępień B., Sulimowska-Formowicz M.
Gospodarka Narodowa. The Polish Journal of Economics
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2004
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vol. 192
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issue 5-6
44-72
EN
The article’s aim is to indicate a competitiveness measuring procedure which would be useful for enterprises, and to present methods worked out on the basis of theory and practice that could be applicable to that process. They may be used for developing an enterprise competitiveness management system. Enterprise competitiveness measures should be carried out in reference to three key areas: the competitive position, ie. the effect of activities which have been taken up so far and the starting point to future activities, the competitive potential, which defines the future opportunities ofthe firm, and the company strategy, ie. the programme of activities transforming the potential into results with market conditions taken into consideration. The strategy reveals itself in the competitive game played by an enterprise and in the applicable competition instruments. The overall objective of measuring competitiveness is to assess the competitive situation of an enterprise and to identify its factors and potential consequences for its future operation. In reference to both the potential and competitive position it is required to carry out a multi-aspect analysis of the situation. For that reason, among many available methods of analysis those proposing a comprehensive, systemic approach to competitiveness studies are found to be the most appropriate ones. The actual value of a given method or a set of methods for a specific enterprise depends mostly on the extent to which they allow to precisely link the competitiveness basis to effects of the firm’s activities and on finding out the source of the problem, which might be inadequacy, inefficiency or inflexibility. Proper understanding of competitiveness-building processes and well-chosen analytical instruments allow to find their shortcomings, to determine their nature and impact on the enterprise and to take up appropriate remedial measures.
3
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Zamykanie luki konkurencyjnej w przedsiębiorstwie

63%
Stępień B., Sulimowska-Formowicz M.
Gospodarka Narodowa. The Polish Journal of Economics
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2004
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vol. 195
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issue 10
87-103
EN
The article presents relationships between the nature of competition gap in enterprise and the contents of programmes devised to bridge that gap, and describes concepts and methods used in such endeavours. Closing the competition gap starts with its identification, measurement, analysis and evaluation from the point of view of its source, its scope and the nature of threat posed to the existence of an organisation. The next stage involves drawing up a remedial programme. Depending on the kind and scale of deficiencies in the enterprise potential or strategy, such a programme may assume a form of a strategic, operational or mixed tur, or a form of step-by-step evolutional and partial adjustments. The process of elimination of the competition gap, especially a complex and critical one, consists of two stages: a rescue stage (shortening of the front, potential decomposition) and a repair stage (stabilisation within the new domain and potential, build-up and consolidation of competitive advantages. At the rescue stage, the concepts of traditional restructuring and reengineering, lean management and outsourcing may prove useful. At the repair stage, the proposals presented by Total Quality Management proponents or by theoreticians describing the rules and functioning of learning organisations may be of practical relevance. In the process of drawing up programmes to bridge the competition gap the concept of benchmarking may be used, and plementation of those programmes should comply with the change management principles and theories.
4
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Rodzaje i przyczyny luki konkurencyjnej w przedsiębiorstwie

63%
Stępień B., Sulimowska-Formowicz M.
Gospodarka Narodowa. The Polish Journal of Economics
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2003
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vol. 188
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issue 11-12
51-63
EN
The article deals with the issue of company uncompetitiveness, i.e. competitiveness gap. It specifies its kinds and analyses the main reasons for its occurrence. Competitiveness gap is an effect of measuring the distance separating a company from a given benchmark selected either according to objective criteria or biased in any wi The result of this measurement provides a basis for assessment of the distance from a given benchmark and of the threat posed by this distance to the existence and/or development of the organisation subject to comparisons. Kinds of competitiveness gap have been distinguished according to the benchmark’s nature, the level of objectivity in assessment of the company gap and the level of threat posed by the identified gap to the survival and development of organisation. An identification of the reasons for lack of competitiveness (a competitiveness gap) is a necessary (but obviously insufficient) condition for creating of competitive advantage of an enterprise. Most of these reasons are being looked for inside companies, within their potential or strategy, which is the consequence of adopting a processive perspective of competition, being characteristic of the resource approach in the company theory.
5

Team dimension of relational competence of organisation – psychological perspective*

51%
Kożusznik B., Chrupała-Pniak M., Sulimowska-Formowicz M.
Management
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2015
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vol. 19
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issue 2
7-20
EN
This article is a part of theoretical model for the research project titled “Relational competence as a determinant of effectiveness and efficiency of inter-organizational relations”. The authors deliberate upon team-level determinants of relational competence of organizations involved in inter-organizational cooperation in the light of classic and modern psychological theories and concepts. The aim of this article is to present authors’ own approach used in research on relational competence of organizations and based on multilevel analysis of influence regulation in teams (individual-, team- and organizational levels) together with motivation and work engagement. We search for correlations between psychological variables and relational competence and relation’s results. We assume that on individual- as well as on team-level preexist some features determining relation’s success, such as: open and effective collaboration, readiness to take responsibility for management, leadership division, autonomous motivation and work engagement.
6
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Różnice pokoleniowe w zakresie postrzegania regulacji wpływu w zespole pracowniczym - raport z badań

45%
Pollak A., Chrupała-Pniak M., Sulimowska-Formowicz M., Kożusznik B., Rudnicka P.
Społeczeństwo i Edukacja. Międzynarodowe Studia Humanistyczne
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2015
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issue 1(16)
181-190
EN
The paper focuses on issues of the influence regulation in organizational teams. Lewin's Field Theory (1951) and Kozusznik's deinfluentization (DEI) concept (Kożusznik, 1996, 2005) serve as a theoretical basis for the explanation of influence regulation. The aim of our research is to present how the gener- ational affiliation differentiate the perception of the influence in the organizational teams. The sample consist of 975 employees from 250 randomly selected Polish organizations in various industries. Results of statistical analysis confirmed differences in the location of the influence source between employees of different ages. The diagnosis of generational differences in influence perception might be helpful for managing employees in mixed-age teams.
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