A shift toward seamless consumer journey experience is a new concept observed in the retail industry resulting from customer-centric approach (Schoenbachler & Gordon, 2002). In the new paradigm, channels are becoming more intertwined and intricate and ultimately we have to face the omni-channel alternative. However, this alternative seems to be difficult to operationalize by companies. This is mainly due to several difficulties that need to be unveiled and disentangled. Therefore, in this paper, we aimed at identifying the barriers faced by firms and categorize them depending on the perspective: operational and strategic (where employeerelated and strategy-related factors were identified). Based on that, some propositions of further research were suggested to verify if the framework proposed effectively explains the main reasons why firms are facing difficulties in implementing a real omni-channel approach.

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The idea of sustainable development has been present in the field of management for many years, yet the challenges and rules of contemporary business mean that it remains topical. At the same time, the results of much research indicates an unsatisfactory level of execution of development concepts. Due to this, the subject of the study encompasses the implementation of the idea of sustainability in the strategy execution process, lending it a holistic and balanced nature. The purpose of the paper is an examination of the relationship between strategy implementation and the effectiveness of the strategy execution process. The relationships between the perspectives defined and results obtained by organizations were investigated. The research demonstrated the existence of a positive correlation of varied intensity. It is thus possible to identify a positive influence of the integration of the idea of sustainability with strategy execution, which is reflected in the effectiveness of activities undertaken.

Companies operating in the creative industries are struggling with the simultaneous pressure to be innovative and creative, which requires access to unique resources (such as knowledge and creative potential), but also means they must be effective in actions taken. To find a balance between those tensions, they are using the networking approach. Therefore, it seems that networking is becoming a high priority and that being involved in networks is a crucial part of such companies’ business models. Nevertheless, their competitive advantage is based on creative potential, which means that they are rooted in building and maintaining internal relations. As a result, in creative industries, relationships with internal and external stakeholders are crucial, but are strongly based on trust. Thus, the main aim of this paper is to investigate whether trust is the main factor influencing the approach to management. Moreover, we tried to understand the impact of trust on the managerial actions taken. We used the multiple case study research method to examine the role of trust in cooperation, as well as in shaping internal relations in companies operating in the creative industries. To achieve that goal, 10 companies from Poland and Portugal (5 from each country) were investigated in order to find any regularities. By analyzing the research results, it was possible to identify consistencies among the sample and present the main findings. Therefore, four approaches distinguished by the degree of trust were identified. When the level of trust is low, companies are operating within their network based on close relationships, as well as using collective participation where the team is perceived as a key success factor. On the other hand, when the level of trust is higher, companies move towards cooperative management (where the role of competitors is crucial) as well as individual participation (where an employee is engaged in the creative, as well as the decision-making, process). As a result, a theoretical model is proposed that includes the level of trust and the external and internal stakeholders’ perspective. Based on our research, trust can also be added as a fourth ‘T’ to the ‘3T’ (talent, tolerance and technology) concept proposed by Florida (2003).

SummaryThe paper discusses the subject of the strategy implementation and the operational risk that accompanies this stage of the strategic management process. The studies confirmed the existence of a relationship between the effectiveness of the strategy implementation and the operational risk aspects (including internal processes, systems, people and the environment). This indicates the role of risk aspects when implementing development concepts. Therefore it seems necessary to take these elements into account in the course of the strategic management process in order to achieve a greater effectiveness of the implementation work..