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This paper offers a conceptual model of strategic collaboration antecedents. Starting from a critical and systematic literature review the model I developed is based on six assumptions. Antecedents impacting the likelihood of collaboration in the sector have been separated from single firm’s antecedents. The hypothesized impact of variables is different at diadic and network levels.
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The aim of this paper is to compare the aspects of business groups functioning and the basic assumptions of the theory of network organizations. Business groups are important subjects of research in the management sciences. Business groups can be considered as a form of network organization, but not all of the features of network organization are assigned to business groups.
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The aim of the paper is to present the results of empirical research on the variability of business models of Polish companies which use outsourcing. The study adopts the idea of the business model as proposed by A. Osterwalder, supplemented with an original approach for assessing both the quantitative and qualitative changes made to the business model. The article, apart from the introduction and summary, is made up of three main parts. In the first one, research methodology and characteristics of the study sample are briefly discussed. In the second part, author`s approach for assessing the business model changes as well as the results of research on the variability of quantitative factors are presented. The third main part of the article contains an analysis of qualitative changes made to the business models of the surveyed enterprises.
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The article deals with the matters regarding possibilities of increasing efficiency of the way the public administration offices operate. The author analyzes the idea of network governance from a public institution’s perspective. Thus, he puts into scrutiny modern concepts of public administration governance, pinpointing principles and postulates concerning network cooperation. As a consequence, the author depicts conditions and advantages of adapting the model in public offices in Poland.
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Controlling as a management conception is the mode of rationalization of decision- making in organizations. The main objectives of the paper are to present the achievements of controlling in the field of project management and to describe its future development opportunities. The study shows that the evolution of controlling regarding project management can be split into four different stages. Taking chronological approach there are: project costs controlling, complex project controlling (includes financial and non-financial aspects), program and multiproject controlling, controlling of project based organization. It can be observed that in the future the practical issues will dominate in research because of the needs of uncertainty reduction in the project environment.
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The article presents the results of research conducted in Insurance Company (IC), where the Mobile Expert’s work was rated, by using the Balanced Scorecard, from four perspectives: the customer’s perspective, a financial perspective, the perspective of knowledge and learning and the prospects of business processes. The IC strategic objectives compability with the decisions taken were analyzed. The results of analysis let assess the competitiveness and efficiency of team management model. It was noted that taking awareness of risk factors that were associated with the achievement of objectives into account was very important.
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This paper is a quite a controversial voice among discussions about collaboration effectiveness and its break even point of network development. It has been asserted that ability to disnetwork can be as crucial as netwoking processes because it allows for getting rid of absorbing relations as well as illusory important issues. Fundamental point of this discussion is awareness of destructiveness necessity within key network relations which can be particularly useful for implementing development logic based on slowing down the tempo of expanding, re-orientating from quantity to quality progress, creating the empty spaces and non-action interactions, or simply freeing network from relativeness perspective. In the end, therefore, the conclusion is drawn that disnetworking mechanism should be integrated within networking processes in order to prevent aiming for ineffective relation flow effect, that is inside the network could be found out too inefficient information, knowledge and energy streams.
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The aim of the article is to present an opinion on the issue of maturity of a quality management system in the organization. The discussion concerns also the elements that form immanent characteristics of a mature management system, together with an indication of models to describe them and tools using which the level of organization’s maturity is assessed. Presented subjects are the result of Polish and foreign literature review. In the literature, the concept of maturity of the organization’s management is applied through the concept of excellence. Excellence means a constant search for improvement of applied solutions. Due to the fact that improvement has a continuous and evolutionary character, one can distinguish characteristic stages of organization’s transformation − from insufficient to highly satisfactory. In order to determine organizational maturity stages it is possible to conduct empirical studies on the example of an enterprise.
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The purpose of this article is to determine the place and role of project sales in the enterprise and to identify the main problems associated with its organization. The article presents the changing characteristics of the sales process as well as discusses the growing role of projects in the economy. It proposes a theoretical model that can be used to determine the place of the sales of projects in the company. The analysis of the literature and the presentation of the results of own research conducted in Polish ICT sector allow to identify the main problems of project sales. The last part of the article presents the conclusions.
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The statement that there is no possibility to find a correlation between the amount of expenditures on implemented IT solutions and measurable indicators of productivity is called productivity paradox of information technology. The literature of subject presents both the research results which confirm the existence of this phenomenon and the results showing a correlation.. The aim of the paper is to present the proposal of IT productivity paradox resolution. In the considerations the causes of this phenomenon were identified and the use of Resource-Based View (RBV) approach was proposed in justifying the impact of implemented IT solutions on corporate performance. In addition, it was shown that the basic premise for managers in making decisions concerning investments in IT were widely understood benefits of implemented IT solutions and not only high values of productivity indicator. The management of IT solutions benefits corporate performance.
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Project risk management is one of the most important elements in project manager’s and their team’s work. The deliberate and structured risk management helps reduce uncertainty in a project and increase the likelihood of its final success. In practice of management, there are many standards that can support managing project risk. The aim of the publication is to present most popular project risk management methodologies and ther comparative analysis. An extensive analysis of the literature has been conducted. The structure of each tool and sequence of actions has been presented. On this basis, a comprehensive review of project risk management tools has been done. Then, a scheme for comparative analysis has been developed and a comparison of described four standards has been done. The last part of the analysis is a summary of advantages and disadvantages of each methodology.
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The purpose of the paper is to present the idea of horizontal direct and indirect relationships within interorganizational networks as well as to present an impact of such relationships on a focal firm. To reach this end literature review as well as part of results of research are presented. The research was carried out by the authors on a representative sample of market entities doing business in Poland. The results allowed to support the concept of coopetition among market competitors within horizontal direct relations. It is also stated that indirect horizontal relationships influence a focal firm in such areas as: product margin and strategy.
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The theme of the article was to compare two basic communication systems used in the management of research and development projects: traditional (hierarchical) and networking. Communication systems used in the design of agile methodology were analysed as well. There was a thesis that in the management of the R&D projects efforts should be made to apply direct communication systems such as network and communication systems and agile design methodology.
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The aim of the research paper is to present situational approach as a current direction of development in the area of project management. The publication reference is made to a wide literature on project management and various trends in managing organizations, of both Polish and foreign authors. The article presents the changes that occur in project management forced by the phenomena occurring in such environment as dynamics, unpredictability and complexity. The rest of this article presents the essence and the key assumptions of situational approach and identifies the characteristics of a new trend in project management. A reference was made to the need for adaptability and flexibility in managing the project, based on highly competent project team and characteristic of agile project management. The last part of the article shows the need to consider the complexity of the projects and the ways of dealing in this environment in which the relationship between the elements of the project is taken into account in a special way.
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Since many years paradoxes have been regarded as an interesting subject of management research. The topic of this paper limits the discussion to the area of creative projects. The aim is to answer research questions concerning the identification of paradoxes in managing such projects. The paper consists of two parts. The first one is based on literature review and its main aim is to identify the major paradoxes in creative project management through the analysis of two key areas: projects and creativity. In the next part the results of empirical research are presented. On the basis of research the specific paradoxes of creative projects are distinguished, and they are connected with demands and expectations of customers.
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Inter-organizational collaboration is a significant management tool in all public organizations. However, its distinctive features could be a source of paradoxes which are insufficiently explored in the literature. Hence, there is a research gap and a need to identify paradoxes in the inter-organizational collaboration in public sector and methods to deal with them. The filling of this research gap is the aim of the article, which has been achieved on the example of public safety management system. In the course of deliberations the inter-organizational collaboration in public safety management system was characterized, the paradoxes in this area were identified and also activities preventing the occurrence of paradoxes were presented. The analysis was conducted on the basis of a desk research method and a participant observation.
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Along with the need for more economical use of public funds the interest of public policy-makers in delivering credible evidence of effects of public interventions has grown. The paper presents the methodological approach in the assessment of state aid for research, development and innovation resulting from the EU integration. On the basis of the legal provisions, EU guidelines, literature and evaluation studies review, state aid as one of the forms to foster research, development and innovation has been characterised against the innovation theories; the principles of the European Commission balancing test in the ex ante assessment of the said aid have been discussed as well as the methods to verify one of its premise – the incentive effect in the evaluation based on counterfactual scenario have been depicted.The State aid policy falling into the EU exclusive competence promotes specific objectives, values and principles of conducts that penetrate the national practice of state aid management.
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The problem and purpose of this work is the attempt of recognition of a priori assumption (doctrine) of strategic management role in efficiency and strategic success. The author investigates the doctrines of strategic management of action systems on the categorial level; with support of system approach; and hypothetic-deductive method of inference. There are almost always some a priori assumptions in strategic management. Strategists choose a more or less specified set of predication; on the basis of which they run a strategy. They state the potential of doctrine on the ground of many sources; and its predications are a bit of the set of doctrines of strategic management. It is difficult to exaggerate the role of doctrine of strategic management from the efficiency and strategic success point of view.
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The article tries to analyze one of the decision dilemmas in a very narrowly defined situation in which there are companies with highly dispersed employee ownership. The main aim is to present insoluble situations and decision challenges which the management is faced with. The basis of this article is the analysis of employee companies cases; which at the same time need to be restructured (the observation and participation was used in the research). Decision dilemmas were described using chosen economic theories; among which there were the concepts of game theory and ethical experiments (e.g. “the dollar auction game”; “tragedy of the commons”; “trolley problem”).
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The literature on the strategic management emphasizes the essence and importance of both good formulation and proper implementation of the strategy. However; the observation of business practice shows that while companies have quite highly developed skills in the area of strategy formulation; at the same time they are characterized by a surprisingly low level of skills in the scope of effective implementation of the strategy. Among the factors that affect the effectiveness of the implementation process there are mentioned among others: poorly developed leadership skills among management staff; an improper allocation of decisionmaking powers; incompetent communication of the strategy; lack of the ability to manage changes; or lack of appropriate motivators associated with the strategy being implemented. In this article we will discuss whether small companies that achieve market success are also facing similar problems in the strategy implementation process. Based on the results of the research conducted as a part of the project entitled “The implementation of the strategy in the organization – model; determinants and implications”1; there will be presented five key problems that have been faced in the strategy implementation process by small companies that can be considered to be effective in implementing their development concepts. It appears that the implementation of the strategy in such companies is usually hindered by the changes occurring in the environment. In turn; most problems in the strategy implementation process are caused by the lack of sufficient financial resources to implement the strategy.
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