The aim of the article is an attempt to find an answer to the question about the state of Ukrainian FDI in Poland: showing the state, support, government incentives, motives, barriers and investor sentiment. It was possible to reach the target primarily thanks to a thorough analysis of documentation from the websites of the State Statistics Service of Ukraine and interviews with representatives of institutions or their employees. The article consists of three main parts: the first is the administrative activity for the development of Ukraine’s cooperation with Poland and the existence of “incentives” for FDI from Ukraine; the second part analysed data on Ukrainian FDI in Poland and Ukrainian FDI in total and approximated the state of commodity exchange of Ukrainian companies with Poland as a basis for economic contacts (which may develop into strategic alliances, joint ventures or FDI); the third part presents the results of empirical research on investor sentiment, motives and barriers in this process.
The paper covers characteristics of the conducted research, including definitional approach to the essence of the terms: manager and leader. Particular attention was paid to the qualities of modern manager-leader and the qualities of manager-leader of the future, including globalization and internationalisation. The research part contains findings of the author’s own research which were confronted with the results of studies existing in this area in the subject literature.
The article presents chosen issues of inflow of FDI to Poland. The essence and definition of international enterprise is explained as well as the FDI number in Poland in 2014. An increase trend of FDI in Poland is presented the basis of statistical data. An influence of FDI on Polish GDP in years 2000-2013 was analysed. The directions of FDI inflow in Poland in years 2008-2013 are compared. The focus was on benefits and risks related to the presence of foreign enterprises in Poland, allowing for achievement of the objective of this study.
The main issues in efficiency of a company as an organisation are relations between the Supervisory Board and the Management Board of a company, and the methods of functioning of Supervisory Boards in governance systems of a company.
The classical and modern approach to the role, place, and importance of corporate governance presented in this article, is yet another prompt to continue searching for the optimum in the organisational, economical, and social meaning.
The study contains description characteristics and analyses (obviously abbreviated) of two approaches and two concepts of management regarding the manager-leader of the near future. The first concept refers to new tasks and skills of the manager-leader. The second concept concerns the nature of the so-called manager of tomorrow, called - although it is not yet common name in management - the manager - eco-leader. In the introduction a reference was made to the issue raised, the purpose of the study, and the justification for choosing the concepts assumed in the study. In the next section, new tasks and skills of the manager - leader of the near future are cited and analyzed. The issues surrounding the concept of eco-leader were also discussed.
A modern manager must possess multiple features and skills, which can allow him to solve problems and challenges occurring in management of multicultural teams. In each system an organization is different and it is impossible to create one coherent model of managing multicultural teams or organizations. A number of barriers and problems should be accounted for and the organizational diagnosis is a base for preparing strategies of adequate multicultural organization management. Due to the editorial restrictions, the main focus of the article is in problems and barriers in management of multicultural teams, including the role of a manager in this process.
The preliminary results of the development of the initial theoretical, methodological and applied methodological provisions for the study of the profile of a modern Ukrainian manager are presented in the context of predicting its transformation in the future in the context of deepening internationalization. The results of the Polish-Ukrainian applied empirical analysis carried out by the authors are discussed. The content of the parameters of a modern Ukrainian manager is disclosed in the framework of the most common models of national business cultures, and directions for the further scientific, practical and methodological development of the problem are determined.
The inspiration to create this summary was research carried out on the Polish–Ukrainian internationalization of business activity conditions and their models. The article contains conclusions based on the authors’ interviews with Ukrainian businessmen and government officials, as well as an analysis of legal acts related to establishing a business in Ukraine by members of the Polish business community. A reference to fundamental regulations is presented. The research shows that serious legal easements for starting a business in Ukraine have occurred. This is the first step towards building a positive atmosphere. However, there are many factors which often discourage Polish entrepreneurs to initiate foreign expansion towards Ukraine and, on this basis, beyond its borders. The governments of both countries should pay attention to them. In this context, the article contains initial provisions for improving the legislative base of Ukraine in the field of internationalization. For Polish entrepreneurs, the basic recommendations for establishing a business in Ukraine are justified.