Organizational Citizenship Behaviors (OCBs) are activities which are voluntary, go beyond the formal obligations of employees, and significantly affect the efficiency of the entire organization. The literature has devoted a lot of attention to them since the beginning of the 1980s. Not only has the nature of OCBs been studied, but so too have their dimensions and antecedents. However, there is a fairly significant research gap in the area of employee manifestations of citizenship behaviors according to type of organization (private and public sectors). This article addresses the issue of organizational commitment as one of the antecedents of OCBs. The research objective is to identify and assess the level of correlation between individual dimensions of organizational commitment and Organizational Citizenship Behaviors in public and private organizations in Poland. A quantitative study conducted on a sample of 323 employees allowed the hypotheses to be verified. In general, there are similar frequencies of Organizational Citizenship Behaviors in the public and private sectors. In public institutions, however, OCBs in the interpersonal dimension are more frequent, while in private institutions they occur more commonly in the organizational dimension. Most positively correlated with OCBs is the affective dimension of organizational commitment.

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Benevolent leadership has emerged as a contemporary leadership style that has been studied only scantly. To fill this gap, this work has two goals. The first is the identification and assessment of the relationship between benevolent leadership and employees’ affective commitment in the context of Polish organizations. Secondly, it will be investigated whether all constructs of benevolent leadership contribute to affective commitment. Data were obtained from 415 company employees. The relationships were investigated using structural equation models (SEMs). Analyses of the results showed that benevolent leadership has a positive relationship with affective commitment. The more benevolent leadership qualities a supervisor has, the more commitment employees show. All dimensions of benevolent leadership are positively correlated with affective commitment. However, the greatest was found in the “community dimension.” All analyzed dimensions correlate positively with each other, so there is a high probability that if a leader displays one BL dimension, he will also display another.

One of the biggest problems of the modern economy is the depletion of traditional energy sources. Despite the fact that this problem was noticed several dozen years ago, steps to solve it were taken relatively recently. In December 2017, the European Union adopted a position on the directive, promoting the use of energy from renewable sources in all Member States. The EU has committed itself that by 2030, at least 27% of its energy consumption will come from renewable sources. On the one hand, it is a huge challenge, but on the other hand, it is an opportunity to achieve economic growth through innovation and a sustainable energy policy. On the Polish market, the chance to achieve the assumed plan is offered mainly by small companies that have been involved in innovative activities in the renewable energy sector in recent years. Innovation is an extraordinarily important determinant of the sustainable development of economies across the world. However, introducing it into business practice is extremely challenging for business leaders. Although there are many different factors influencing companies’ engagement in innovation activity, for smaller entities, the financial aspect plays a key role. Managers of small enterprises must frequently deal with limited access to additional financial resources, the complexity of the process of determining final cost and capital structure, and its accompanying various levels of investment risk. Small companies also struggle with certain limitations on resources related to a knowledge gap in finance, tax regulations, and the forms of support potentially available at different stages of the innovation process. In light of this, it seems reasonable to establish the strict financial factors that significantly influence the innovation activity of small enterprises, especially those operating in the energy industry, due to their dynamics of development in recent years. This article aims to develop a model to explain the financial incentives for implementing innovative solutions in small businesses in the energy sector. An empirical study using the Computer-Assisted Personal Interviewmethod on a sample of 115 Polish small companies, operating in the renewable energy sector, identified critical financial factors stimulating the implementation of innovative projects. The significance of impact of key financial factors on the innovation activity of these enterprises was analysed based on a logit regression model. The results indicate that 5 of the 18 factors identified in the model were significant. These statistically significant financial determinants of the innovation activity of Polish small enterprises in the energy sector exhibited both positive and negative impacts on the level of innovation activities undertaken.

 ZASOBY NIEMATERIALNE W POTENCJALE KONKURENCYJNYM TAJEMNICZYCH MISTRZÓWPOLSKIEJ GOSPODARKI Z a r y s t r e ś c i: W sukcesywnie nasilającej się konkurencji rywalizacja między przedsiębiorstwami toczy się o te zasoby, które są unikalnymi, rzadkimi, niedostępnymi dla innych. To właśnie one stanowią źródło ich trwałej przewagi konkurencyjnej. Wzrasta zatem znaczenie wartości niematerialnych, kryjących się w ludziach, pomysłach, know-how, reputacji, relacjach czy systemach. W niniejszym artykule zaprezentowano fragment wyników badań autorki nad tajemniczymi mistrzami polskiej gospodarki. Celem publikacji jest pokazanie, że ci europejscy lub też nawet światowi liderzy budują swój potencjał konkurencyjny właśnie w oparciu o zasoby niematerialne.S ł o w a k l u c z o w e: polscy tajemniczy mistrzowie, zasoby niematerialne, potencjał konkurencyjny K l a s y f i k a c j a J E L: D40; L10; WSTĘPZasoby przedsiębiorstwa przesądzają obecnie o jego konkurencyjności. To one tworzą jedyne źródło przewagi konkurencyjnej, czyli potencjał  Adres do korespondencji: Dorota Grego-Planer, Uniwersytet Mikołaja Kopernika w Toruniu, Wydział Nauk Ekonomicznych i Zarządzania, Katedra Zarządzania Przedsiębiorstwem, ul. Gagarina 13a, 87-100 Toruń, e-mail: dgp@econ.umk.pl. Dorota Grego-Planer 74 konkurencyjny rozumiany jako zbiór zasobów o odpowiednich cechach umożliwiających przedsiębiorstwu skutecznie konkurować. Tymi cechami są przede wszystkim wartość strategiczna, rzadkość, trudność w imitacji i substytucji. Oznacza to zatem, że nie wszystkie zasoby będące w dyspozycji przedsiębiorstwa muszą tworzyć potencjał konkurencyjny. Za składniki potencjału uznać można te, które biorą udział w procesie tworzenia przewagi konkurencyjnej. Może zatem w rzeczywistości wystąpić taka sytuacja, że przedsiębiorstwo dysponować będzie wieloma zasobami, ale już nie potencjałem konkurencyjnym.Rywalizacja między przedsiębiorstwami będzie w takim razie toczyć się o te zasoby, które są unikalnymi, rzadkimi, niedostępnymi dla innych. To właśnie one stanowią źródło ich trwałej przewagi konkurencyjnej. Na koniec tych rozważań nasuwa się zatem konkluzja, że to zasoby niematerialne w znacznie szerszym zakresie niż materialne spełniają wymagania warunkujące trwałość przewagi konkurencyjnej.W niniejszym artykule zaprezentowano fragment wyników badań 1 autorki nad tajemniczymi mistrzami polskiej gospodarki 2 . Celem publikacji jest pokazanie, że ci europejscy lub też nawet światowi liderzy budują swój potencjał konkurencyjny właśnie w oparciu o zasoby niematerialne. ZASOBY NIEMATERIALNE W ŚWIETLE TEORIIW sukcesywnie nasilającej się konkurencji wzrasta strategiczne znaczenie wartości niematerialnych. Przedsiębiorstwo nie może opierać swojej działalności już tylko na samym rozmiarze. Zasoby materialne takie jak fabryki, magazyny czy urządzenia mogą pomóc, ale tylko do czasu. W dzisiejszej dobie również dostęp do zasobów finansowych nie jest już też trudnym wyzwaniem dla globalnych graczy. Tym, na czym opierać powinna się każda firma są te zasoby, które konkurentom najtr...

Summary The article of empirical nature is an attempt to evaluate the influence of the abilities to exploit newly acquired technologies possessed by finance companies operating in Poland on the competitive advantages they gain. The findings obtained confirm the existence of such influence, although its force seems rather moderate. A stronger influence was noted in relation to the jointly analyzed individual components, as well as the one related to general organization, which constitute the exploitation abilities, as well as in relation to three basic specialized assets within this type of abilities.

Summary Globalization and internationalization of the economy compelled the implementation of innovative solutions in companies. Only those organizations that regularly implement innovations have a chance to achieve significant market positions and survive in a competitive environment. The exemplification of such highly innovative companies are H. Simon’s hidden champions. In this publication, there was an attempt made to assess the activity of Polish innovative hidden champions. The results obtained confirm that this specific group of companies places a strong emphasis on innovation. This is evidenced by even such aspects as the number of new innovations, very high amounts spent on R&D or continuous observation of the market in order to discover new needs.

This article presents a very unique specificity of Polish enterprises, they are hidden champions. But really focuses primarily on the structural data of these companies, it is the same for publication just got to present the image of a company, not yet specifically identified in the Polish market. Who is behind the hidden champions password Polish economy? This question is though briefly answer fragment presented the results of research conducted by the author on this specific group of companies.