The interest in management innovation (MI) is growing and the conviction about its significant role in boosting an enterprise's competitive advantage and performance has recently gained ground. The studies on MI and its relationships with enterprise performance, which are relatively scarce in literature, indicate the complexity of these relationships. This inspired us to propose the management innovation construct and its operationalisation, which allowed for the empirical verification of the relationships between management innovation and enterprise performance. Simultaneously, we adopted the hypothesis on the mediating role of pro-innovation organisational culture. The aim of this article, therefore, is to study the relationships between MI and enterprise performance as well as to determine what role is played by pro-innovation organisational culture in these relationships. In order to do that, we conducted a survey of 301 companies based in Poland. Our research results confirmed the existence of relationships between management innovation and enterprise performance in the survey sample, although they were not very strong. Additionally, the hypothesis about the mediating role of organisational culture was also partially supported. The results of our study enrich the knowledge about the role of MI in stimulating enterprise performance and the role of proinnovation organisational culture. We also discuss the implications for further research and management practice.

Purpose: Miles and Snow's conception of strategic types is the most popular and extensively studied typology of strategic choices. Consequently, in recent years it has been related to organizational performance measures. Despite numerous studies conducted in different environmental and organizational settings, the research results of relationships between strategic types and organizational performance are ambiguous. In this paper, we seek to advance the knowledge regarding how a chosen strategic type affects organizational performance measures in the transition economy of Poland.Methodology: Using quantitative research results, on the basis of data from 96 organizations we statistically test four research hypotheses. Findings:Research results reveal the existence of "clear" strategic types in majority of companies but highlight moderately strong relationships between declared strategic type and organizational performance. In turn, they suggest that Prospector and Analyzer strategic types promise slightly higher performance than Reactor and Defender types.Originality: This research project on strategic types in SMEs in a transition economy is one of few dealing with this topic that have been conducted in Eastern European countries to date.

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The aim of this paper is to explain the nature of management innovation, as well as to propose its measurement instrument. The paper offers a review of key publications on management innovation published in research journals within the last two decades. The critical analysis-primarily focused on definitions, the proposed dimensions of management innovation and the scales used for their measurement-has allowed for the development of an original tool for measuring management innovation (MI). Five dimensions of management innovation are proposed, namely, strategic dimension, structural dimension, employee motivation and development dimension, interorganisational relations and partnership dimension, and ICT dimension. Using survey data of 301 employees from different companies in Poland, the validation of the management innovation measurement instrument was conducted. Internal consistency analysis (Cronbach's alpha) and factor analysis, used to test the statistical reliability of the tool, yielded satisfactory results. The findings of this study contribute to advancing innovation research, particularly the state of knowledge on management innovation. Implications for both research and managerial practice are also presented. The proposed five-dimension management innovation model can be used to measure the scope of management innovation in further research and develop the knowledge about links between MI and an organisation's performance or its impact on technological innovativeness. In addition this study uncovers a wide range of information on management innovation issues for interested parties and for future research.

Research background: In today’s turbulent times, organizations face the challenge of fulfilling many complex requirements while at the same time they have to adjust to ongoing changes. The necessary changes that would allow for resolving these problems should, first of all, involve a new approach to human resource management and, in particular, the role of leadership in healthcare units. Numerous studies conducted over the years confirm the growing importance of leadership in modern organizations, especially in the healthcare sector. Purpose of the article: The main goal of the project is to identify the relationships between innovative leadership and the organizational efficiency of healthcare units in the context of innovation levels. The article discusses the research hypotheses concerning the existence of a relationship between management innovation and transformational leadership style in healthcare units, the existence of a relationship between transformational leadership style and the efficiency of healthcare units, the existence of a relationship between management innovation and the efficiency of healthcare units. Methods: The survey was conducted in 100 randomly selected healthcare units in Poland. The analysis of interdependencies was performed, among others, with the use of the Pearson product-moment correlation coefficient, Spearman's rank correlation coefficient, the Kendall rank correlation coefficient, the coefficient of colligation, and a chi-squared test, while the measures were chosen based on their adequacy for correlated variables and their distribution. In order to verify the hypotheses formulated in the study, a number of statistical methods were applied, e.g. descriptive statistics and correlation analysis Findings & Value added: The key result of the study identifies the role of transformational leader-ship style in the relationship between the level of innovativeness and efficiency in healthcare units. The article also points to practical implications that may contribute to improved management practices in healthcare units.