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Perception of the World Economic Crisis Against the Background of Other External Circumstances of Polish Holdings’ Operation

100%
Sopińska A.
Journal of Management and Financial Sciences
|
2016
|
vol. 24(2)
51-66
EN
This article describes the way Polish holdings perceive their external environment, particularly after the 2008–2013 global economic crisis. The research covered 120 holdings functioning on the Polish market. The research was carried out in 2015 and the Computer Assisted Telephone Interview (CATI) method was used. The research proved that the external environment (both competitive and macro-environment) is a significant parameter affecting the functioning of Polish holdings. Unfortunately, the holdings perceived their environment mostly as a source of risks, not opportunities. The respondents recognised the global economic crisis as the most negative factor affecting their company. Interestingly, the younger the holding (the later established) and the less international experience it had due to the national origin of its dominant investor, the more the negative perception of the global economic crisis it had. The main symptom of the global crisis in the analysed holdings worsened with financial performance and a decrease in products/services sales.
2
Content available remote

Impact of the Crisis on Resources Management

100%
Sopińska A.
Journal of Management and Financial Sciences
|
2014
|
vol. 18(4)
25-34
EN
The article presents the results of research on the resource‑related response to the crisis of 6 Holdings carrying out business in Poland. The goal of the research was to identify the influence of the crisis on the way of key resources management in the analysed Holdings. To reach this goal it was necessary to: diagnose the resource potential in the analysed Holdings, which also covered the identification of key resources and the applied strategy of key resources management; and to describe changes in key resources management resulting from the crisis and to attempt to evaluate them in respect of enhanced resilience to the crisis. The research showed similarities in the profiles of key resources of the analysed Holdings and the key resources strategies applied by them. Although all the analysed Holdings introduced changes in managing key resources as a result of the macroeconomic crisis, the logics of these changes were not homogeneous, as they were caused by different reasons. The case studies enabled the formulation of a thesis that only strategic changes in resources management (i.e. those resulting from changes of the business model and development strategy) are able to improve the Holdings’ resilience to the crisis. Reactive changes cannot bring such results.
3
Content available remote

Description of knowledge management in network organisations operating on the Polish market

100%
Sopińska A.
Journal of Management and Financial Sciences
|
2014
|
vol. 17(3)
67-78
EN
Knowledge plays a double role in network organisations: on the one hand it is a determinant and the main reason for creating a network structure, on the other hand – it is the effect of the functioning of these structures. Knowledge resources in network organisations should be constantly renewed, updated, created and protected. Skilful knowledge resources management can significantly increase the effectiveness and innovation of network organisations. Based on the model created by herself, the author has carried out a detailed analysis of the phenomenon and conditions of knowledge management at 363 network organisations operating in 2013 in Poland (including 121 belonging to cluster‑type organisations, 121 franchise organisations and 121 virtual organisations). Potential factors having an impact on individual knowledge management parameters were considered, such as: the size of an enterprise, the type of its activities, the network type, the role in the network, the size of a network, the geographical scope of network activities and the network development phase.
4
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Knowledge management at network organisations

75%
Agnieszka S.
Organization and Management
|
2013
|
issue 154
5
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Measurement of Human Capital from the Perspective of Intellectual Capital

51%
Wachowiak P., Sopińska A., Mierzejewska W.
Journal of Management and Financial Sciences
|
2015
|
vol. 21(3)
131-146
EN
Nowadays the value and the market position of an enterprise is more and more commonly a derivative of human capital of a given organisation. The development of human capital requires appropriate reporting and measurement. An analysis of instruments of identification and reporting human capital applied so far, in the light of intellectual capital, allows to state that there is no single universal instrument of identification and reporting human capital. Most researchers opt for multi-index tools, without specifying the way of calculating each index. Additionally, models developed so far focus, in a selective manner, on individual areas of human capital and provide separate indices for particular categories of human resources (e.g. only for management staff, or only for the clericals). Most methods are based both on qualitative and quantitative indices. The authors of the study find that, due to the complex nature of the human capital phenomenon, it is not possible to provide a method based on one index. They propose a multi-index, authors’ model for the analysis of human capital from several perspectives simultaneously: the perspective of costs; the perspective of time and quantity; the perspective of effectiveness; financial perspective and quality perspective. In total there are 28 indices, operationalised in detail, calculated in an annual perspective for the management staff and for the executive employees. Due to the simplicity of measures in the developed method, it can be applied by all enterprises, irrespective of their size.
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