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Holdings’ Level of Complexity During the Crisis[1]

100%
Mierzejewska W.
Journal of Management and Financial Sciences
|
2014
|
vol. 18(4)
35-47
EN
The article presents the way the level of complexity of holdings was changing. The qualitative research made it possible to verify whether holdings modify their structure in response to the worse performance during a crisis period. 1 The article presents results of research carried out as a part of the National Science Centre research project 2011/03/13/HSR/04922 entitled “Determinants of Polish Enterprises’ Resistance to the Macroeconomic Crisis”.
2
Content available remote

Changes in the Holdings Structure During the Crisis

63%
Gregorczyk S., Mierzejewska W.
Journal of Management and Financial Sciences
|
2016
|
vol. 24(2)
67-86
EN
The article presents the results of research on changes in the holdings structure during the crisis, their determinants and the impact of the changes on the financial performance of the holding. The changes in the following areas were taken into account: the holdings complexity (number of holdings companies); holdings character (level of the parent company’s operational activities); centralisation (strategic freedom of subsidiaries). The analyses undertaken prove that during the crisis the holdings changed their structure configuration. The juxtaposition of all the three parameters of a holding structure made it possible to build a model of structural changes in the holdings during the crisis, which was empirically verified. The analyses show that two opposing models of structural changes in holdings were prevailing: a passive and an active model.
3
Content available remote

Qualitative Study of Crisis Resilience Factors in Selected Holdings – Methodical Introduction

63%
Wachowiak P., Mierzejewska W.
Journal of Management and Financial Sciences
|
2014
|
vol. 18(4)
7-12
EN
Economic crises significantly affect the way of enterprises’ functioning. A crisis affects various areas of the enterprises’ business, such as strategy, resources, business models or issues related to leadership and organisational structure.
4
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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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