Nowadays the homogeneous market with 500 billion consumers, 220 billion employees and 20 billion employers is the main instrument enabling the development of competitive and innovative
The need for survival in today's market drives an increase in the delivery of easy to use ‘just-in-time’ resources that respond to the often-dynamic workplace. Innovative business models are the resources that support entrepreneurs to be more competitive in the market. Based on the research conducted in two European ERASMUS+ projects – Understanding and Developing Business Models – ProBM (2016–2018) and its continuation in the years 2019–2021, the authors discuss the findings on the need for business models to be implemented in enterprises. The paper also includes recommendations for managers and entrepreneurs on what should be considered in order to survive in today's competitive and global marketplace. The authors present the level of awareness of the entrepreneurs in the area of business models and the response to these results in the form of micro-learning. This involves a compendium on business models and bite-sized modules directed towards adult educators in management, start-ups, managers, and entrepreneurs. The insights provided are expected to be valuable to researchers and practitioners interested in the topic of business models.
Abstract:The development of the knowledge-based economy requires undertaking many actions aimed at increasing competitiveness of enterprises. These actions include, among others, the execution of strategic research programs, which are characterized by a great number of levels, a multitude of objectives and results, and high budgets. In order for the program to be managed correctly, it is necessary to have a complex and effective evaluation system dedicated to such types of programs. The article presents a global case study analysis of the evaluation of strategic research programs. The author examines the evaluation criteria and methods used in the evaluation processes at different structural levels of the programs and different times. After getting the results from the analysis, then the author indicates the gaps, which appeared during the evaluation process, and indicates what steps should be taken in order to improve the evaluation process of a strategic research program.Keywords: strategic research program, evaluation criteria, evaluation methods, structural level, strategic management. IntroductionDynamic changes in the economy coming from, among others, the market globalization and the increase in the dynamics of innovation processes contribute to the development of the strategic management process in the organization (Murawska, 2008).The main aim of strategic management (Andrews, 1980;Barabba, Ackoff, 2002;Drucker, 2002;Gierszewska, 2000;Gołębiewski, 2001;Krupski, 1999;Porter, 1980;Romanowska, Wachowiak, 2006) is to plan the organizational activities in a long-term perspective, considering the development of the organization in the future, and not to think only about the current or past position (Obój, 1998). In order to achieve strategic objectives, it is necessary to build an appropriate organizational base (Obój, 1998), including not only material resources (e.g., financial, staff, technical), but non-material resources as well (i.e., systems for knowledge management) (Łopa-cińska, Wnuk, 2014).One of such systems in the organization is the evaluation system, used most frequently in the area of project management, but it can also be used to evaluate a complex strategy executed by the organization and to support the decision-making process.The main aim of evaluation in strategic management is to support management processes in the organization, which enable, among others, the improvement of the existing management structures, procedures, and processes; the minimization of negative management effects directed at the outcomes; the increase in work efficiency through the verification of the fulfillment of the objectives planned and the quality of the results obtained; the improvement in the efficiency of activities through the verification of the topicality of the strategy objectives.Despite a significant meaning of evaluation in strategic management, there are several factors that hamper its use, among others (Haber, Szałaj, 2010), the lack of complex evaluation systems, the lack of directions concerning th...
Aim. The aim of the research is to support the organisation’s management through raising awareness on cultural diversity in the multicultural environment, and presenting a complex model covering the cultural issues in the multicultural organisation. Methods. The model has been developed based on the research carried out between 2018 and 2021 in the Cultural Risk in the Organisation in the Globalisation Era – Competences vs. Reality project. The author used literature review and a survey questionnaire as research methods. To develop the model for staff management at a multicultural organisation, a survey questionnaire directed to 154 staff members of multicultural organisations in five countries (Poland, Italy, Latvia, Cyprus, and the UK) was used. Results. As a result of the analysis, the following key areas have been identified: cross-cultural awareness, understanding different cultures, stereotypes, communication, teamwork, leadership and hierarchy, learning styles, and qualities in the workplace. The improvement of the staff in the aforementioned areas makes them more aware of the cultural diversity in organisations and of different cultural risks that may occur. Conclusions. There is a strong need for a continued consideration and improvement of the awareness regarding cultural diversity, as it is an element of modern and changing economy which may influence the continuity of every organisation. Cognitive value. Key topics related to competences for mitigating cultural risks were identified. They were used as elements of the complex model which can be used at a multicultural organisation in the process of training the staff in the area of cultural diversity.
Research and development carried out within strategic research programmes is an important source of innovations. However, the processes of technology development and transfer into the economy are affected by numerous barriers. The main objective of this paper is to identify and analyse barriers related to the realisation of strategic programmes by R&D organisations. Furthermore, it is aimed at comparative analyses of barriers encountered in the process of executing strategic research in technologically advanced countries and in Poland-one of the transition economies. As a result, the authors discuss: (1) the levels at which the barriers are present (strategic, tactical), (2) their character (technical, organisational-economic, and system barriers to technology transfer), and (3) types of organisational capabilities (physical and material, financial, human resource, information and management) to which the barriers identified relate.
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