Search results - CEJSH

1

Klient w strategiach organizacji biznesowych

100%

Niemczyk J., Stańczyk-Hugiet E.

Nauki o Zarządzaniu

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2014

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issue 2(19)

33-43

EN

The search for the main determinant of business strategy of an organization does not have a clear solution. Intuitively, it seems that it should be a customer, but in practice of management, the primary criterion according to which the company management is assessed is the economic profit. The main purpose of this article is to identify the client’s place and the role in the management strategies of business organizations. The authors analyse this place and role, using historical perspective, particularly concentrating on resource based view, innovative strategy and networks strategy. The whole analysis is finished with the concept of organization ecosystem, in which a client is a central point.

2

ПРОФЕСІЙНА КАР’ЄРА МАЙБУТНЬОГО ВИКЛАДАЧА ВИЩОЇ ШКОЛИ: ДОСВІД УПРАВЛІНСЬКОЇ РЕФЛЕКСІЇ

80%

Козлов Д.

Педагогічні науки: теорія, історія, інноваційні технології

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2014

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issue 6(40)

212-220

EN

The questions related with forming of the readiness of the future teacher of higher school to the realization of the professional career and management of the staff of the educational establishment in the conditions of market relations are analyzed in the article. It turns out the value of strategy and strategic management of the staff in education, necessity for effective activity of both educational establishments on the whole and process of forming of the readiness of the future teacher of higher school to realization of the professional career in particular. In connection with a grant to the process of forming of readiness of future teachers of higher school to the professional career of one status of priority directions of activity of higher educational establishment in relation to preparation, there is a necessity to define the ways of her forming, namely: perfection of the organizationally-methodical providing of professional preparation of students, perfection of maintenance of professional preparation taking into account modern progress of corresponding industries, creation of environment, friendly to forming of readiness of young people to the professional career, introduction of interactive studies and innovative technology education, trends.At modern terms in the market relations of management a personnel on the whole and by the frames of society in particular planning and realization of strategy must become the constituents of this process. Thus it should be noted, important is an acceptance of higher school of understanding of that the strategic aims of frames of society can be realized only by a personnel that consists of a future teachercompetence. It is presently needed first of all fully to realize that clear strategy of management of higher educational establishment a personnel taking into account questions in relation to forming of readiness of graduating students of establishment to the professional career is a mortgage of his success. Will mark that existent schools of strategic management can be divided into three groups: conception of strategic deference to rank, conception of the strategic prevailing, conception of strategic parity. Conception of strategic deference to rank includes for itself the task of higher leaders to organization on the protracted period, skilled strategy, determination of forming trajectory and rational use of highly skilled shots. Conception of the strategic prevailing envisages the concordance of aims of guidance, possibilities of enterprise or educational establishment and interests of workers; an increase of motivation is in realization of the accepted program; forming of totality of requirements to the personnel and level of efficiency of his work, and also gives the detailed description of functions of management a personnel.

3

Conceptualizing Internationalization Strategies for Higher Education Institutions

80%

Alpenidze O.

Central and Eastern European Journal of Management and Economics (CEEJME)

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2015

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issue 3

229-242

EN

The increased international competition amongst higher education institutions caused by rapid globalization now requires universities to evaluate, alter or devise new and innovative strategies which will enable them to boost their international activities. There is a need to gain a competitive advantage in attracting more local and international students, involving staff in international exchange programs, conducting joint research, establishing collaborative degree and exchange programs, etc. This ongoing study aims to propose a synthesized conceptual framework of higher education internationalization which links strategic management concepts with higher education, thus consolidating various components by taking into account influential factors such as the dynamics of the external academic environment and organizational resources. The framework outlined in this paper provides a good basis for further empirical research as well as a practical planning scheme for higher education managers.

4

The Network Concept of Strategic Management and Its Limitations / Sieciowa koncepcja zarządzania strategicznego i jej ograniczenia

80%

Krzakiewicz K., Cyfert S.

Management

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2013

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vol. 17

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issue 1

19-30

EN

The purpose of the article is to contribute to the discussion on the network concept of strategic management and the limitations thereof. The article opens with a presentation of the origin of the concept of network organizations, which further on allows the author to discuss the concept of networks in strategic management, pinpoint its limitations and assess the validity of the assumption that a new paradigm of the strategic management theory is emerging.

5

The Strategic Dimension of the Dynamic Capabilities of Enterprises

80%

Krzakiewicz K., Cyfert S.

Management

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2014

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vol. 18

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issue 2

7-18

EN

The aim of this paper is to contribute to the debate on the concept of dynamic capabilities of enterprises and present of its principles from the perspective of strategic management. The paper starts with the presentation of importance of paradigms in strategic management. It is followed by the discussion of the concept of dynamic capabilities and of the strategic aspects of the concept of dynamic capabilities of enterprises

PL

Celem artykułu jest włączenie w dyskusję nad koncepcją dynamicznych zdolności przedsiębiorstw i przedstawienie jej założeń z perspektywy zarządzania strategicznego. Punktem wyjścia w artykule uczyniono zarysowanie znaczenia paradygmatów w zarządzaniu strategicznym. Na tym tle przedstawiono koncepcję dynamicznych zdolności i omówiono strategiczne aspekty koncepcji dynamicznych zdolności przedsiębiorstw

6

Using Key “Blue Ocean” Tools for Strategy Rethinking of a SME: A Case from the Bulgarian Knitwear Industry

80%

Papazov E., Mihaylova L.

Economics and Business

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2016

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vol. 29

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issue 1

104-110

EN

The purpose of the article is to explore opportunities for rethinking the strategy of small and medium enterprises (SMEs) using the “Blue Ocean” concept and its inherent value innovation paradigm as an alternative to the traditional competitive strategy rationale. The paper also highlights important aspects of analytical tools of a relatively less known practice for Bulgaria, such as the “Strategy Canvas”, the “Four Actions Framework”, the “Eliminate-Reduce-Raise-Create Grid” and the “Six Paths Framework”, and shows how to apply them when analysing and creating a new and uncontested market space. Special attention is paid to the possibilities concerning the practical use of the described tools in a leading SME from the Bulgarian knitwear industry.

7

Risk Categories and Risk Management Processes in Nonprofit Organizations

80%

Domański J.

Foundations of Management

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2016

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vol. 8

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issue 1

227-242

EN

The article addresses risk management in nonprofit organizations. This topical issue appears not to have been adequately studied by researchers to date. There are several questions the author of this paper attempts to answer: What are the risk categories faced by nonprofit organizations in their daily operations? Do Polish nonprofit organizations take any measures in the area of strategic risk management? A contribution is made to the theory of management of nonprofit organizations by making an overview of existing literature on the subject, identifying a research gap, proposing concepts that attempt to fill the gap, and recommending areas for future study. A comprehensive list of risks faced by nonprofit organizations in their daily operations has been developed and validated for further application. The empirical material comes from a study based on a national random sample of 235 nonprofit organizations.

8

SWOTAnalysis in the Formulation of Tourism Development Strategies for Destinations

80%

Goranczewski B., Puciato D.

Tourism

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2010

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vol. 20

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issue 2

45-53

EN

The aim of the paper is to identify the role of SWOT analysis in the formulation of tourism development strategies for destinations. SWOT analysis helps to establish a reliable diagnosis of the internal potential shown by a tourism destination and its environment. In the Polish economic situation, SWOT analysis is frequently used in a fragmentary manner which should be considered as a serious methodological oversight and may jeopardize the value of the entire process related to the strategic management of the tourism destination.

9

Sources of Strategic Information in Farm Management in Poland. Study Results

80%

Jaworski J., Sokołowska K., Kondraszuk T.

Journal of Management and Business Administration. Central Europe

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2017

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issue 1

98-120

10

Стратегічне управління вищим навчальним закладом на основі використання конкурентних перева

80%

Дудко П. М.

Społeczeństwo i Edukacja. Międzynarodowe Studia Humanistyczne

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2015

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issue 3(18)

273-282

EN

Strategic management higher education institutions through the use Competitive Edge The content and features competitive advantages in the strategic management of higher education institution. The list of the main sources of competitive advantage in higher education. Grounded proposals on establishing mechanisms for strategic management of higher education institutions based on the concept of forming a competitive advantage.

11

Przegląd paradygmatów zarządzania strategicznego

80%

Lisiński M.

Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie

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2011

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issue 856

5-21

EN

The aim of the article is to analyse strategic management, to which a paradigm as a particular way of describing transformations in this management concept is applied. Applying such a non-conventional approach to research problems requires the elaboration of a subset of goals, including the following: – the identification of paradigms of the modern economy and new trends in management as sets of patterns – models that determine strategic management, – an analysis of the development of identified strategic management paradigms, – determining a classifier for strategic management paradigms as a depiction of the current state of the management concept.

12

Metody realizacji strategii zarządzania

80%

Noga G.

Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie

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2011

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issue 856

37-55

EN

The aim of the article is to look at and characterise enterprise strategy realisation methods. It begins with the presentation of three models – a static, a dynamic and a mixed model – for strategy implementation. Dividing the implementation strategy into phases – initialisation and strategy realisation – the mixed model forms the foundation for the choice of methods, which in an either complex or partial way solve strategy implementation problems. The final part looks in greater detail at complex methods of strategy realisation.

13

Agile approach in a transforming organization, a descriptive study of chosen Polish companies with rapid revenue growth

80%

Idzikowski W., Perechuda I.

Oeconomia Copernicana

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2018

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vol. 9

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issue 3

461-475

EN

Research background: Recent decades may undoubtedly be deemed as a period of exceptional transformation on a global scale. One element of this transformation is the reorganisation of traditional ways of business management (on all ontological levels). As a result, agile approach is increasingly often considered one of the key aspects of building the competitive advantage of a company. In this paper, agile approach is understood as the businesses' capability of responding promptly to market needs. Purpose of the article: The aim of this paper is to present the research results on the use of agile approach in chosen organizations. More specifically, the main purpose of this article is to describe how organizations are transformed with use of the agile approach. Methods: In accordance with the goal of the article, the organizations selected for empirical research are characterized by revenue increase levels of over 100% (such organizations undergo a dynamic transformation caused by growth), and employment ranging from 10 to 50 employees. The studied companies operate mainly in the IT industry and use technologies to organize the processes of identification and tracking of customer behaviour to a large extent. Several research methods were used in this paper: literature studies, expert interview, participant observation, and Spearman's rank correlation coefficient. Findings & Value added: The article describes the usage level of the agile (and linear) approach in the organizational transformation (through the dynamic growth of revenues), and presents the agile approach model, which can be used as an accelerator of the business' development. In addition, the authors undertook the first (limited and unrepresentative) attempt to evaluate the use of agile approach in the context of such indicators as: communication with customers, profit increase, and minimization of the risk related to introducing a new product on the market.

14

MATURITY OF STRATEGIC MANAGEMENT IN ORGANIZATIONS

80%

Witek-Crabb A.

Oeconomia Copernicana

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2016

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vol. 7

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issue 4

669-682

EN

There is some ambivalence with regard to how to improve strategic management of organizations. On the one hand, the example of big companies emphasizes the need for formalization and good organization of strategic management process. On the other hand, the example of small companies draws attention to such qualities as entrepreneurship, flexibility and adaptability. The concept of strategic management maturity embraces both of these priorities. In this paper, a framework for strategic management maturity has been designed. Strategic management maturity was defined as a resultant of: strategic management process maturity and leadership maturity. Theoretical framework was tested on a sample of 150 Polish enterprises.

15

UWAGI DO ISTOTY STRATEGII ROZWOJU I JEJ KSZTAŁTOWANIA W PRZEDSIĘBIORSTWIE

80%

Zamiar Z., Zacharz A.

Logistics and Transport

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2006

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vol. 3

97-100

EN

In this publictaion the authors show the essential point of the strategy and stages of its creating in relation to the opinions of well-known theorists of the organisation and management science.

16

The reforms in Spanish and Polish public administration in 2010-2015 from the perspective of new public management

80%

Ignacy J.

Nauki o Zarządzaniu

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2018

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issue vol. 23 no. 4

42-47

EN

We have witnessed fundamental changes in developmental conditions in the last decade. Their pace is constantly growing, and the increasing dynamics of socio-economic transformations create a new reality. The consequences of the changes affect not only companies, but also public administration. Therefore, the goal of the article was to identify the directions of the reforms of new public management in Polish and Spanish public administration in the years 2010-2015. An analysis of the research results shows that the most important trends of the reforms in Poland included: i) transparency of actions, ii) digital administration and e-government and iii) cooperation between various entities of the public sector, whereas Spanish respondents regarded the following trends as the most important: i) digital administration and e-government, ii) reduction of the public sector, iii) transparency of actions. The results of the research show the progressive convergence of the directions and tools of the reforms in EU countries, while maintaining differences in some aspects of development in particular countries.

17

An organization on the edge of chaos: the origins of the metaphor and its impact on the theory and practice of strategic management

80%

Mesjasz C.

Nauki o Zarządzaniu

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2019

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issue vol. 24 no. 2

3-8

EN

The notion “edge of chaos” coined in complex systems studies has become a part of the vocabulary of modern management theory and practice. This utterance is especially significant since it has been applied in management as a metaphor associated with innovativeness and creativity. The aim of the paper is to study what are the consequences of the fact that this term is applied in management as a dead metaphor, i.e. it is decoupled from its initial meaning. A deepened analysis of the interpretations and misinterpretations of the term “organization on the edge of chaos” applied in strategic management is presented.

18

Ewolucja koncepcji przewagi konkurencyjnej – od podejścia planistycznego do zwinnego przedsiębiorstwa

80%

Malewska K., Sajdak M.

Nauki o Zarządzaniu

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2014

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issue 2(19)

44-55

EN

The aim of the article is to present the evolution of competitive advantage concept. The article is composed of three basic parts. First, the core of competitive advantage was presented. Next, various attitudes towards strategic management (planning, evolutionary, of competitive positioning, resource-based, of simple rules, of realistic options) were characterized paying attention to the problem of achieving competitive advantage. The aim of this part was to show the evolution of the competitive advantage concept which stems from changes that occur in the conditions of functioning of a company. In the last part of the article an attempt was made to present the concept of an agile company as a response to the requirements of organization functioning and current potential source of competitive advantage.

19

The use of rank and optimisation methods in strategic management in higher education

80%

Ryńca R., Piórkowska N.

Operations Research and Decisions

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2023

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vol. 33

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issue 1

EN

The article presents proposals for a university management model supporting the process of strategic management at a university. The proposed model is based on the use of multi-criteria methods such as the 0–10 technique, object ranking, and optimisation methods – linear programming. The proposed solution integrates ranking and optimisation methods, the use of which may be helpful in the hands of managers in making management decisions. The proposed approach may also be helpful in developing a strategic scorecard, especially in the stage of formulating goals. It also enables the optimal selection of goals with the existing time constraints for the implementation of the strategy. The article presents a proposal for the use of the strategy implementation model and an example of its use. The strengths and weaknesses of the model were also indicated.

20

Intangible resources in strategic management of organizations

80%

Pietruszka-Ortyl A.

|

2017

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vol. 41

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issue 114

123-134

PL

The paper concentrates on showing the role of intangible assets in gaining the competitiveadvantage of modern organizations and their importance in strategic management organizations. Thestarting point of deliberations is insightful presentation of the resource-based theory basic assumptionsand the discussion of the attributes of the resources that are the most valuable for contemporaryorganizations. In turn literature overview of different classifications of intangible resources of an organizationwith a particular focus on the evolution of these typologies is done. The relationship betweenintangible resources, intellectual capital of the organization and intangible assets of the company wereindicated.

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