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Application of Selected Methods and Approaches for Improvement of Processes and their Use in Practice in Companies of Wood Processing Industry in Slovakia

. [9] G. Jacobson, N. McCoin, R. Lescallette, S. Russ, C Slovis. Kaizen: A method of process improvement in the emergency department. Academy Emergency Medicine 16 (12): 2009, pp. 1341-1349. [10] Z. Lin, Z. Yu, L. Zhang, Performance outcomes of balanced scorecard application in hospital administration in China. China Economic Review 30, 2014, pp. 1-15. [11] R. Lueg, Strategy maps: the essential link between the balanced scorecard and action. Journal of Business Strategy 36, 2015. pp. 34-40. [12] P. M. Madhani. Six Sigma Deployment in Sales and

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Some Consideration On Knowledge Management Implication On Organization’s Competitiveness

Abstract

The research described in this paper has been focused on two objectives: to debate the knowledge management’s active role for organizations competitive advantage and to describe information technology’s capabilities in leveraging the knowledge worker’s competencies. For the purposes of this article, competitive advantage is perceived as a strength that provides a market advantage relative to a competitor. Often competitive advantage is related to the core competencies of the organisation, which are frequently based on implicit know-how or tacit knowledge. This intangible, unstructured knowledge is difficult to manage; consequently management has ignored it when designing business strategy. However, the increased competitive pressures of the post-industrial global economy and the exponential advances in computing power have increased management’s interest in knowledge as a sustainable source of competitive advantage.

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Sustainability of a Small Firm – the Entrepreneurial Perspective

the Most Critical in Determining Success? Otago Manag. Grad. Rev., 14, 13–20. Boiral, O., Baron, C., Gunnlaugson, O., 2014. Environmental leadership and consciousness development: A case study among Canadian SMEs. Journal of business ethics, 123(3), 363-383, http://dx.doi.org/10.1007/s10551-013-1845-5 Brammer, S., Hoejmose, S., Marchant, K., 2012. Environmental Management in SMEs in the UK: Practices, Pressures and Perceived Benefits . Business Strategy and the Environment, 21(7), 423–434. https://doi.org/10.1002/bse.717 Cassells, S., Lewis

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An Ontology-Based Conceptual Model For Accumulating And Reusing Knowledge In A DMAIC Process

management,” in Business Strategy Series, 2009. [10] P. Ribino, A. Oliveri, G. Lo Re and S. Gaglio, “A Knowledge Management System based on Ontologies,” in New Trends in Information and Service Science, 2009. [11] Gruber T. R, “Towards principles for the design of ontologies used for knowledge sharing,” in International Workshop on Formal Ontology, Padova, Italy, 1993. [12] V. Benjamins, D. Fensel and A. Gomez Perez, “Knowledge Management through Ontologies,” in Practical Aspects of Knowledge Managemen (PAKM98), Switzerland, , 1998. [13] R. K

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Building partnerships with suppliers as a new trend in management

Abstract

The main objective of the paper is to show the importance of building partnerships with suppliers, and to present the results of research verifying the following hypothesis: Most of the furniture industry companies in Lower Silesia take into account the partnership relations with suppliers in their formulated business strategy. The study was carried out using CATI method and included a research sample consisting of 110 enterprises of Lower Silesia. Enterprises were selected using the purposive sampling method. Selection of companies was based on factors such as: regional differences, basic products and the activity period, size organizational and legal form, basic profile of activity. Interviews with companies’ managers were based on an anonymous survey questionnaire. A time frame of research included 2 phases: phase I – exploratory phase: February – May 2013 and phase II – the essential phase: up to early 2014.

The studs has confirmed the formulated hypothesis. Most of the companies of the furniture industry have developed an overall strategy in the form of official or unofficial documents. They are characterized by a high degree of diversity, both in terms of accepted legal form, number of employees, year of establishment, business profile and range of operation. They see the impact of relationships with suppliers on the modernization of the products in the context of improving their quality. Deepening and ordering problems in the field of building partnerships with suppliers in terms of the overall business strategy formulation may be considered a theoretical contribution of this work. The results of the study should help companies in building partnerships with suppliers appropriately using the proposed roadmap; conducting quantitative and qualitative research, to assess the impact of the company's overall strategy on the relationships with suppliers.

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Intellectual property management in startups — problematic issues

Abstract

This paper describes the most important problems related to the management of intellectual property in startups. Startups have become an inseparable element of the innovative economy. Many of these companies base their development on intellectual capital and innovations. In this context, it is extremely important to legally secure the innovations and protect intellectual property. These activities can often be the decisive factor in the development of startups. This article aims to identify, analyse and evaluate the most important issues related to the management of intellectual property in startups. The first part of this paper presents the performed literature review, which mainly concerns the definition of innovation, the state of entrepreneurship in Poland, and the definition of a startup. The second part of the article deals with the main problems related to the management of intellectual property in startups. It is divided into three issues: underestimating the importance of intellectual property, the lack of intellectual property management strategies in startups and financial challenges of startups. The main results of the research indicate that many startups still have low awareness of what is intellectual property and what can be the consequence of using exclusive rights of others. The protection of intellectual property should become one of the elements of business strategies. However, startups find that the creation of the strategy and its implementation is rather expensive.

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Sustainable Business Development Through Leadership in SMEs

References Augier, M., & Teece, D. J. (2009). Dynamic capabilities and the role of managers in business strategy and economic performance. Organization Science, 20(2), 410-421. Baumann-Pauly, D., Wickert, C., Spence, L. J., & Scherer, A. G. (2013). Organizing corporate social responsibility in small and large firms: Size matters. Journal of Business Ethics, 115(4), 693-705. Bos‐Brouwers, H. E. J. (2010). Corporate sustainability and innovation in SMEs: evidence of themes and activities in practice. Business

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Reaching an entrepreneurial management system of amoebas. A qualitative insight into the European experiences

. Every employee in the main role]. Poznań, Poland: Exemplum. Inamori, K. (2013). Amoeba Management. The Dynamic Management System for Rapid Market Response. Boca Raton, USA: CRC Press. Kazuo Inamori Official Website. http://global.kyocera.com/inamori Kyocera Consulting Group. https://www.kcmc.co.jp/en/about_us/dounyuu.html Levine, S. (2006). High performance organizations: creating a culture of agreement. Handbook of Business Strategy, 7(1), 375-380. Moon, M. M. (2015). The new 70:20:20: The changing face

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Social engineering of human resources and provision of medical services on leadership styles in hospitals

processes, and an agenda for future research , Research in Personnel and Human Resources Management, 17, 1-39. K ambil , A. 2010. Developing The Next Generation Of Leaders , Journal Of Business Strategy, vol. 31, no. 2, 43-35. L ewin , K., L ippit R. 1938. An experimental approach to the study of autocracy and democracy , A preliminary note, Sociometry, 1, 292-300. M arcus , O. D urham , D urham , R. A., D urham , R. 2006. Leadership & Success In Organizations, Culture & Ethics, Group or horizontal interaction, Dream Point Publishers Tulsa, Fidlar

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The Relationship between Environmental Uncertainty and Enterprise Performance. A Fuzzy-Set Analysis

environmental performance and financial performance: an empirical analysis of Japanese corporations. Business Strategy and the Environment, 16, pp. 106-118. Quinn, R. and Cameron, K. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science, 29(1), pp. 33-41. Ragin, C.C. (2000). Fuzzy Set Social Science. University of Chicago Press, Chicago, IL. Ragin, C.C. (2008). Redesigning Social Inquiry: Fuzzy Sets and Beyond. University of Chicago Press, Chicago, IL

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