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The Role of Stakeholders in Cultural Entrepreneurship Management

Abstract

The skills and knowledge of the owners and employees of cultural enterprises on economic use of financial resources do not guarantee valuable artistic results. Therefore, a substantiated question has arisen: how to evaluate management in enterprises with bad financial ratios and outstanding artistic indicators. The existing definitions of cultural management (Aageson, 2008; Hagoort, 2007; Klamer, 1999; Stam, 2006; Nordman, 2003) also do not provide precise suggestions for determining the most important indicators in the evaluation of cultural management. The question is how to evaluate management in cultural entrepreneurship by determining the most important indicators for a cultural enterprise’s performance improvement. In order to define the goal of the stakeholders’ (artists, clients, media, arts scholars, third parties providing funds, cooperation partners) engagement, it is necessary to analyse the area of an enterprise’s activities, and in what way and by what kind of activities it is possible to engage the stakeholders. During the course of empirical research, it is planned to disclose, analyse and interpret the subjective reasons of pursuit. Although a numerical evaluation of stakeholders was obtained during the research and data analysis performed by Spearman’s rho correlation calculations, the obtained results during the interpretation have not been generalised. The research results reveal the role of the cultural enterprise’s stakeholders’ engagement in the evaluation of management, point to the importance of the goals’ analysis as well as the analysis of each stakeholder’s engagement, and define the criteria for evaluating the activities in cultural entrepreneurship.

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The impact of implemented management systems on the safety culture of work in production

Abstract

Safety culture is one of the most important elements of the organization's culture. Its role is particularly important in production plants, where employees are more often exposed to threats related to the working environment. The safety culture is strongly associated with the organizational level of the enterprise, which is largely influenced by the implemented management systems. The article presents the results of the evaluation of work safety culture in production plants with different functioning management systems, including the so-called turquoise organization. A relationship between the organizational level of the plant and the culture of occupational safety was stated.

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Influence of corporate social responsibility (CSR) on safety culture

Abstract

Both safety culture and corporate social responsibility are essential drivers of enterprise value. By recognizing and adopting the principles of social responsibility, an organization may achieve a lasting competitive advantage on its markets. In their overall efforts, organizations must not ignore the need to care for the working environment and treat their workers in a proper way. As it turns out, measures conducted in the pursuit of social responsibility may be derived from a company’s emerging safety culture, which is equally important for an enterprise’s competitive position.

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Social and Cultural Factors and their Impact on the Quality of Business Environment in the SME Segment

Competitiveness , Vol. 9, Issue 1, pp. 36–50. DOI: 10.7441/joc.2017.01.03 Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2011). Innovation or imitation? The role of organizational culture. Management Decision , 49(1), 55–72. https://doi.org/10.1108/00251741111094437 Nissan, E., Galindo, M.-A., & Picazo, M. T. M. (2012). Innovation, progress, entrepreneurship and cultural aspects. International Entrepreneurship and Management Journal , 8(4), 411–420. https://doi.org/10.1007/s11365-012-0229-0 Powell, B., & Rodet, C. (2012). Praise and

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The Relationship between Culture and Strategy – A Managerial Perspective Approach

P., Edwards V., (2000), Management in Western Europe, Palgrave Mac Millan 16. Mintzberg H., Ahlstrand B., Lampel J., (1998), Strategy safari. The complete guide to the wilds of strategic management, FT Prentice Hall, London 17. Naranjo-Valencia J.C, Jiménez-Jiménez D., Sanz-Valle R., (2011), Innovation or imitation? The role of organizational culture, Management Decision, Vol. 49, No. 1, pp. 55-72 18. Nonaka I., Zhu Z., (2012), Pragmatic strategy. Eastern wisdom, global success, Cambridge University Press

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Organizational Culture and Scale Development: Methodological Challenges and Future Directions

Journal of Marketing , 23-37. Fletcher, B. C., & Jones, F. (1992). Measuring organizational culture: The cultural audit. Managerial Auditing Journal, 7 (6), 30-36. Glaser, S. R., Zamanou, S., & Hacker, K. (1987). Measuring and interpreting organizational culture. Management Communication Quarterly, 1 (2), 173. Goffee, R., Jones, G., Gilmore, J. H., & Pine II, B. J. (1999). The character of a corporation . Audio-Tech Business Book Summaries. Gordon, G. G. (1979). Managing management climate . Lexington: Lexington Books. Gordon, G. G

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Design and design thinking in building an innovative organizational culture

-99 Moore C. (2004), Declaring Victory: Toward A New Value Proposition For Business Design, Design Management Review, Vol. 15 Issue 2 Naranjo-Valencia J., Jiménez-Jiménez D., Sanz-Valle R., (2011), Innovation or imitation? The role of organizational culture, Management Decision, Vol. 49 Issue 1 Press, M., Cooper, R. (2003). The Design Experience: The Role Of Design And Designers In The Twenty-First Century, Ashgate Publishing Roy R., Potter S. (1993), The Commercial Impacts Of Investment In Design, Design Studies, Vol. 14

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Work safety in production processes located in Poland

to Develop Risk and Safety Management Policy. Safety Science 85, 88-98. L eitão S., G reiner B.A. 2017. Psychosocial, Health Promotion and Safety Culture Management – are Health and Safety Practitioners Involved? Safety Science, 91, 84-92. L iu Q., D u Q., S hi W., Z hu J. 2012. Modeling of Risk Treatment Measurement Model Under Four Clusters Standards (ISO 9001, 14001, 27001, OHSAS 18001). M acek W. 2010, Methodologies of Project Management. Contemporary Economics, 4(16), 267-280 M achinery directive 2006. DIRECTIVE 2006

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Strategic Orientation and Organisational Culture in Polish Public Organisations: Insights from the Miles and Snow Typology

-71. 12. Kieżun W. (2000), Transformacja administracji publicznej w świetle teorii organizacji i zarządzania, MBA, No. 1. 13. Miles R.E., Snow C.C. (1978) (2001), Organisational Strategies, Structure and Process, McGraw-Hill, New York. 14. Morgan R.E., Strong C.A. (2003), Business performance and dimensions of strategic orientation, „Journal of Business Research“, Vol. 56, pp. 163-176. 15. Naranjo-Valencia J.C., Jimenez-Jimenez D., Sanz-Valle R. (2011), Innovation or imitation? The role of organisational culture

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The Impact of National Culture on the Level of Innovation

impact of culture on innovation. Technovation 34, pp. 12–20. Eisenberg, J. (1999) How individualism - collectivism moderates the effects of rewards on creativity and innovation: a comparative review of practices in Japan and the US. Creativity and Innovation Management 8, pp. 251–261. Fagerberg, J., Srholec, M. (2008) National innovation systems, capabilities and economic development. Research Policy 37, pp. 1417–1435. Gerhart, B. (2008) How Much Does National Culture Constrain Organizational Culture?, Management and Organization Review 5:2, pp

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