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Generation Gap Management in Restructured Metallurgical Enterprises in Poland


This paper concerns the problem of generation gap management resulting from personnel restructuring in foundries in Poland. Structural changes to steelworks led to a sharp decline in employment caused by decreased steelworks production. New hiring was limited as a part of employment rationalisation in the steelworks sector. Such personnel policy eventually led to a generation gap. Ratios between individual age groups of employees are imbalanced at steelworks: the numbers of young personnel are low and of those aged 50+ are high. This research forecasts changes in employment levels for the 2013-2019 period, aimed at closing the generation gap. The paper consists of three parts: (1) a descriptive analysis of labor market demographics in Poland’s steel industry; (2) proposed methodology for HR management model, and (3) econometric models forecasting labor demographics in Poland’s steel industry.

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Competitiveness Through the Integration of Logistics Activities in SMEs

Squares: Regression and Structural Equation Models. Available < González-Rodríguez, M.R., Jiménez-Caballero, J.L., Martín-Samper, R.C., Köseoglu, M.A., Okumus, F. 2018. Revisiting the link between business strategy and performance: evidence from hotels. International Journal of Hospitality Management , 72, 21-31. Gravetter, F.J., Wallnau, L.B. 2016. Statistics for the behavioral sciences. 10ed. Boston, USA: Cengage Learning. Gunasekaran, A., Subramanian, N., Papadopoulos, T. 2017. Information technology for competitive

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Effects of Network Capabilities on Firm Performance across Cultures

, Strategic Management Journal , Vol. 15, pp. 135–152. Moizer, P. (2003), How published academic research can inform policy decisions: the case of mandatory rotation of audit appointments, Working Paper , Leeds University. Moran, P. (2005), Structural vs. relational embeddedness: social capital and managerial performance, Strategic Management Journal , Vol. 26, pp. 1129–1151. Mu, S., Gnyawali, D. R., Hatfield, D. E. (2007), Foreign Subsidiaries’ Learning from Local Environments: An Empirical Test, Management International Review , Vol. 49, No. 1, pp. 72

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Sustainability-oriented cross-functional collaboration to manage trade-offs and interdependencies

business strategy of the company [ De Medeiros et al., 2014 ; Ketata et al., 2015 ; Mårtensson and Westerberg, 2016 ]. These papers emphasize that environmental strategy will deliver if, and only if, integrated in the broader context of the firm’s competitive strategy, throughout their business processes, and at all corporate hierarchical levels [ Hallstedt et al., 2010 ; Zhang et al., 2013 ]. One of the main organizational barriers to this integration is the silo mentality, when excessive structural (functional) differentiation is accompanied by rigid

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