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The Reconfiguration of Relations within the Business Ecosystem: Response to the COVID-19 Pandemic

100%
Cygler J., Dębkowska K.
Journal of Management and Financial Sciences
|
2025
|
issue 55
9-35
EN
The crisis caused by the COVID-19 pandemic brought about abrupt changes to demand in many sectors, which resulted in the polarization of the market situation of enterprises. Some of them became big winners as demand increased, while others were losers due to the decline in demand; there was also a small group of companies that did not feel any changes in demand for their products. To date, research on the consequences of the COVID-19 pandemic for enterprises has focused on identifying bilateral relations. In this article, the authors undertake an analysis of the reconfiguration of the business ecosystems of enterprises depending on their market situation caused by the COVID-19 pandemic. The article deals with the relations between businesses and their suppliers, customers, competitors, financial institutions, scientific and research centers and public administration institutions. The study was conducted on a sample of 170 companies and utilized the method of a multidimensional analysis of correspondence. The companies which benefited from the pandemic enlarged their business ecosystems by expanding short-term relations with new suppliers and customers, maintaining unchanged cooperation with current ones. The willingness to cooperate with competitors (coopetition), financial, scientific and research institutions and public administration has been on the rise. The biggest losers made their business ecosystems smaller by reducing the number of suppliers and customers, protecting contacts with their key partners; however, relations with financial institutions, public administration and scientific and research institutions deteriorated. Rivalries with competitors became fiercer. The deterioration of relations also resulted from the demanding attitude of the surveyed companies and the expectation of support from members of their business ecosystems. Companies which did not experience any market changes as a result of the COVID-19 crisis did not undertake any reconfiguration in their business ecosystems. The research shows that the dynamics and directions of changes in the business ecosystems of enterprises as a result of the COVID-19 pandemic depended on changes in their demand situation.  
2
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KORZYŚCI KOOPERENCJI – OCZEKIWANIA I EFEKTY

99%
Cygler J.
Organization and Management
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2013
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issue 158
3

The Transfer of Knowledge in Intra-Organizational Networks: A Case Study Analysis

81%
Sroka W., Cygler J., Gajdzik B.
Organizacija
|
2014
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vol. 47
|
issue 1
24-34
EN
`Background: In today’s business environment, a company is able to maintain its competitive position if it constantly generates knowledge and disseminates this knowledge within the organization, as well as transforms it into new competences. The ability to transfer knowledge becomes one of the key factors in the improvement of a company’s competitive position. This hypothesis is applicable particularly in the case of cooperation within networks, as they are an excellent opportunity for mutual learning between partners. Objectives: The purpose of the paper is to analyse the process of knowledge transfer in intra-organizational networks. Method: Due to the specificity of the research object, the case study method has been chosen. In order to make an in-depth analysis of the case study, we selected a group of several criteria based on the theory which we believe to be fundamental to the effectiveness of knowledge management in networks, and compared them with the situation in the ArcelorMittal Group. Results: Our research show that ArcelorMittal Group has met almost all the criteria of effective knowledge management in its intra-organizational network. Some exceptions, albeit merely to an extent, are mostly the result of historical circumstances, , i.e. the process of growth through acquisitions, and the acquisition of companies at different stages of organizational development, as well as organizational culture. Conclusion: Based on theoretical assumptions, the study analysed in details the components of knowledge management applied by the corporation in question. Therefore this study might be utilised to formulate a refutable hypothesis and verify them on a larger group of companies from different sectors of the economy. The main limitations of the paper are mostly related to the inherent approach therein
4
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Co-Opetition in Network Relations Between Businesses

70%
Cygler J., Professor A.
Organization and Management
|
2010
|
issue 139
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