Purpose:The purpose of this paper is to identify the leading organizational capabilities of social enterprises and their empirical verification in terms of their simultaneous impact on social entrepreneurship. Design/Methodology/Approach: In this paper, a fuzzy set Qualitative Comparative Analysis (fs/QCA) was used to empirically analyze the complex relationships between a set of organizational capabilities and social entrepreneurship. These relationships were analyzed using data from selected social enterprises in Poland. Findings: The results indicated that there was no single condition that necessarily and exclusively contributed to high or low social entrepreneurship. However, the sufficiency analysis performed revealed several configurations of conditions (organizational capabilities) that lead to high and low outcomes for social entrepreneurship. Practical Implications: The main achievement of this research is the discovery of two configurations that lead to a high level of social entrepreneurship and one configuration of a low level of social entrepreneurship. This result is important for practice as it shows managers different combinations leading to social entrepreneurship. Importantly, by focusing on combining different organizational capabilities, it is possible to help formalization and encourage social entrepreneurship. Originality/Value: This paper not only presents the different organizational capabilities that influence social entrepreneurship, but also tries to find out how the interplay of these different capabilities creates alternative configurations that contribute to social entrepreneurship.
Leadership competencies are of crucial importance in every organisation as to a large extent they determine its success. This is especially evident in the time of Industry 4.0. Given this fact, the aim of our paper is to examine the relationship between leadership competencies and 4.0 leadership effectiveness. The heat and power plants industry was chosen as the subject of our research. The fuzzy-set qualitative comparative analysis (fs/QCA) was used as the research method. It enabled us not only to analyse particular variables, competences, and typical statistical relations between them, but we also revealed the patterns of causal relationships between particular variables. The key finding of our research was the juxtaposition of leadership competencies that are indispensable for 4.0 leaders in the CHP plants. We also found out that managerial competencies were not sufficient, and they should be supported by intellectual or socio-emotional ones.
This study examines various leadership competency shortages, such as shortages in strategic perspective; critical analysis and self-vision; managing resources, communication, and achieving results; empowering and developing teams; self-awareness and intuitiveness; and sensitivity—all of which influence problems with 4.0 leadership effectiveness. The effectiveness of 4.0 leadership was assessed in the article in relation to the effectiveness of the leadership style and its relevance to Industry 4.0. The data sample considered 86 small- and medium-sized manufacturing enterprises in Poland. The analysis used a fuzzy-set qualitative comparative analysis (fs/QCA) methodology, which allows for identifying a configuration of causes that lead to the analysed outcome. The innovativeness of the research carried out lies in the fact that the authors examined the relations of deficiencies (gaps) of certain features attributed to leaders which are dependent on each other and which determine the effectiveness of the leader. The results support the argument that different configurations of leadership competency shortages lead to low 4.0 leadership effectiveness. Almost all configurations had a low leadership competence related to strategic perspective. The position we present regarding the configurations of competency shortages and leadership effectiveness is important for considering the development of the profile of leaders in organizations. The research presented complements the characteristics of leaders in the context of building an Industry 4.0 organization.
The development of Industry 4.0, which has been observed for many years, spans the period before, during, and after the COVID-19 pandemic. This concept, which describes the complex process of business transformation, is reflected in a growing number of studies showing that the aim of Industry 4.0 is not to eliminate the human factor, but to introduce effective collaboration between people, systems, and machines. The success of a company depends to a large extent on the efficiency and productivity of its employees, to which job satisfaction is directly related. Job satisfaction is a phenomenon influenced by many factors, including job characteristics. Recognition of the relationship between job satisfaction and job characteristics throughout the implementation of Industry 4.0 solutions is marginal. Therefore, an attempt was made to identify the relationship between job characteristics and the achievement of job satisfaction in the digital transformation era by conducting a survey among Polish SMEs after the COVID-19 pandemic. The survey used the fs/QCA method. The results of the study contribute to SME theory and practice by identifying different combinations of job characteristics leading to high and low job satisfaction in an Industry 4.0 environment.
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