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Strategic Aspects of Innovation Management

Summary

Innovations are treated as a major factor in the development of organizations, regions and entire economies. In practice, the innovativeness of business entities is limited by many factors of internal and external origin. Internal factors include, among other things, the management factors, the concentration of managers’ attention on current issues, the limited use of modern management methods, especially strategic management and innovation management.

In this publication emphasis is put on the discuss of the essence of the strategic approach to innovation management; the essence of strategic innovations and their role in organizational development. Three model solutions have also been proposed, facilitating: rationalization of decision-making processes in the selection of innovation activity strategies; making rational decisions regarding the timing of implementing strategic and improvement innovations; making rational decisions based on the cycle of strategic innovation in horizontal and vertical arrangement.

The purpose of the publication is to propose a strategic approach to innovation management, based not on an intuitive approach, but on a rational approach, using selected model solutions.

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The Possibility of Overcoming Barriers in International Cooperation in the Area of R&D from the Point of View of a Research Unit, Based on the Example of the Institute of Aviation

Bibliography 1. Axelrod, R. M., Hamilton, W. D. (1984). The evolution of cooperation . New York: Basic Books. 2. Barta, G., Csizmadia, Z., Deak, C., Dõry, T., Kiss, A., Lengyel, B. (2011). R&D Cooperation Between Universities And Enterprises . Centre For Regional Studies Of Hungarian Academy Of Sciences: Discussion Papers, 84. 3. Barkema, H., Bell, J., Pennings, J. (1996). Foreign entry, cultural barriers and learning. Strategic Management Journal , 17 (2), 151–166. 4. Boultellier, O., Grassman, M. von Zedtwitz, (2000). Managing

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Building a Strategy for the Development of a University using the Methodology of Strategic Sessions on the Example of the Academy of Fine Arts in Łódź

(dostęp 17.09.2018) 7. Robinson M, (2005). Grupowe rozwiązywanie problemów . Warszawa: PWE. 8. Rumelt R., (2013) Dobra strategia, zła strategia. Czym się różnią i jakie to ma znaczenie . Warszawa: MT Biznes. 9. Schuman H. (2013). Metoda i znaczenie w badaniach sondażowych . Warszawa: Oficyna Naukowa. 10. Wright P., Pringle D., Kroll J. M., (1992). Strategic management, Text and cases . Boston: Allyn and Bacon.

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The Role of Personnel Marketing in the Process of Building Corporate Social Responsibility Strategy of a Scientific Unit

Summary

In this paper has been discussed the meaning a human capital is performing in the CSR strategy building and the role of the personnel marketing in this situation. Dynamic changes in the company surroundings extorted a new look on intangible resources. Organizations understood human capital and social competences firmly influence on creating values of the organization, profits generating and achieving a competitive advantage in XXI century. Personnel marketing nowadays is the flagship for the CSR implementation and building a values of modern organization, especially such special like scientific unit.

In this paper we found main values taken by the Central Mining Institute as a crucial for its importance for social responsibility. Analysis was made on the base of the Central Mining Institute experiences in the developing strategic CSR that took account special features of scientific organization.

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Organizational network management — new quality in strategic management of research-development units

Abstract

Market organizations apply multi-channel communication with clients, analyse and use signals from their clients to support development of products and services. Leading companies manage relations with employees in a similar way. This is particularly beneficial in organizations employing knowledge-workers. Employees, carrying out their tasks, as a result of interaction with clients and internal limitations, along with formal organizational structure spontaneously create a "fast reaction" network. Thanks to the analysis of the network of internal relations and visualization of data in online platforms organizations can investigate the methods of work and cooperation of teams and employees' behaviours. Organizational Network Analysis (ONA) is a new field, which provides strategic knowledge - about cooperation in an organization, the role of its units and particular employees, allocation of resources, relational potential and barriers for development. Online visualization of the network of relations accesssible for employees allows them to learn about the organization and better carry out their tasks, providing them with information about people with similar knowledge, or knowledge necessary for the employees, about cooperation of people and teams, flow of information and decisions. The analysis of organizational networks serves the purpose of diagnosing an organization and conducting continuous HR processes, e.g. codification of knowledge, identification of talents, organization of trainings and development, it delivers data for the decision-making process and communication and knowledge management. Using the example of the Polish participatory platform "Mapa organizacji" (Organization map) the author shows how to collect and use analytical data for the purpose of managing talents of an organization in an optimum way. Thanks to the visualization of this data, in a network you can highlight employees with various profiles e.g. sources of field knowledge, organizational and project talents, brokers of information, opinion leaders, or e.g. various styles of functioning of managers. Observing and measuring cooperation within teams and between them it is possible to plan and monitor the effects of activities facilitating communication and to efficiently manage knowledge and change e.g. by locating and breaking down silos. The application allows business owners and HR teams to manage talent the processes of "soft HR" with the use of analytical data, among others: induction of new employees, internal mobility and succession, identifying employees who could potentially drop out, internal trainers and mentors, developing cooperation where it's missing and reducing its excess, building communities of practice and project teams.

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Changes of associations with the university as an employer - opinions of potential young polish employees

Eastern private business schools. International Strategic Management Review, vol. 2, no. 1, pp. 1-8. 4. Bakanauskiene, I., Bendaraviciene R., Bucinskaite I. (2016). Employer's attractiveness: generation Y employment expectations in Lithuania. Human Resources Managemetn & Ergonomics, vol. 1, pp. 6-22. 5. Balmer, J.M.T., Gayser, S.A. (2006). Corporate marketing integrating corporate identity, corporate branding, corporate communications, corporate image and corporate reputation. European Journal of Marketing, vol. 40, no. 7/8, pp. 730

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Style of Management and Chosen Sentiments and Attitudes Among Employees of Scientific Organizations

.A. (2010). Reputation gaps and the performance of service organizations. Strategic Management Journal, vol. 31, no. 5, 530-546. 5. Helm, S. (2011). Employees’ awareness of their impact on corporate reputation. Journal of Business Research, vol. 64, no. 7, 657-663. 6. Irtwange, S.V. i Orsaah S. (2009). Impact of management style on performance indicators of academic Staff. Educational Research and Review, vol. 4, no. 12, 602-615. 7. Jacob, F. i Rettinger, B. (2011). The Role of customer co-production in value creation

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Brand Alliance. Building Block for Scientific Organisations’ Marketing Strategy

. (red.), Towards a Multiversity. Universities between Global Trends and National Traditions (s. 63-84), Bielefeld: Transcript Publishers. 45. Noda, T.; Bower, J.L. (1996). Strategy making as iterated processes of resource allocation. Strategic Management Journal, 17, 159-192. 46. Park, C.W.; Jun, S.Y.; Shocker, A.D. (1996). Composite branding alliances: An investigation of extension and feedback effects. Journal of Marketing Research, 33, 453-466. 47. Parkinson, B. (2012). Social Perception and Attribution. In: Hewstone

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Reputation Management for Scientific Organisations — Framework Development and Exemplification

-258. 22. Fombrun, C.; Wiedmann, K.P. (2001). Reputation quotient (RQ). Analyse und Gestaltung der Unternehmensreputation auf der Basis fundierter Erkenntnisse. Hannover: Schriftenreihe Marketing Management. 23. Formbrun, C.; Gardberg, N.A.; Sever, J.W. (2000). The Reputation Quotient: A multi-stakeholder measure of corporate reputation. The Journal of Brand Management, 7(4), pp. 241-255. 24. Freeman, R.E. (1984). Strategic Management. A Stakeholder Approach. Boston: Pitman. 25. Fryxell, G.F.; Wang, J. (1994). The Fortune

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Marketing-Sales Interface and Organizational Competitiveness

Application, Journal of Marketing Research, Vol. 20 (May), 134-48. 34. Rouzies, D., Anderson, E., Kohli, A., Michaels, R., Weitz, B., and Zoltners, A. (2005). Sales and Marketing Integration: A Proposed Framework, Journal of Personal Selling and Sales Management, Vol. 25 (2), 113-22. 35. Ruekert, R.W. and Walker Jr., O.C. (1987). Interactions Between Marketing and R&D Departments in Implementing Different Business Strategies, Strategic Management Journal, Vol. 8, 233-48. 36. Shapiro, B. (2002). Creating the Customer

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