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Twórczość w przedsiębiorstwie. Perspektywa obustronności organizacyjnej

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Tematyka obustronności organizacyjnej w polskojęzycznej literaturze przedmiotu była dość rzadko podejmowana. Dotychczasowy dorobek naukowy ma przede wszystkim charakter teoretyczny i wycinkowy. Zainteresowania badawcze skupiały się na zagadnieniach kontekstu organizacyjnego i roli zespołu zarządzającego (Bratnicki, 2006), organizacyjnego uczenia się (Czarnecki, 2013; Michna, 2005), zarządzania wiedzą (Bratnicki, Olszak i Zięba, 2010), zarządzania wiedzą i organizacyjnego uczenia się (Zakrzewska-Bielawska, 2016b), zarządzania zmianami organizacyjnymi (Suszyński, 2012), równowagi i wzrostu (Czakon, 2012), zarządzania uniwersytetem (Leja i Nagucka, 2013), odnowy strategicznej (Hajdasz, 2014), politykowania organizacyjnego (Kulikowska-Pawlak i Bratnicki, 2014) czy też strategii konkurencyjności przedsiębiorstwa (Bełz, 2014). Brak też jest zgody co do nazwy konstruktu. Badacze piszą o ambidextrous organization (Suszyński, 2012), organizational ambidexterity (Bełz, 2014), oburęczności (Czakon, 2012), stosują pojęcia ambidextrous organization i oburęczność zamiennie (Zakrzewska-Bielawska, 2016b), a także wskazują na obustronność (Bratnicki, 2006; Kulikowska-Pawlak i Bratnicki, 2014; Michna, 2005). Każde z tych rozwiązań ma pewne słabości, ponieważ występuje brak tłumaczenia tego terminu bądź też stosowane dotychczas tłumaczenia nie oddają do końca istoty tego konstruktu. Mając świadomość niedoskonałości przyjętego rozstrzygnięcia, w niniejszym opracowaniu będzie stosowany termin "obustronność". Oryginalne znaczenie obustronności wiąże się ze zdolnością człowieka do równie umiejętnego posługiwania się obydwoma rękoma. (fragment tekstu)
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  • Uniwersytet Ekonomiczny w Katowicach
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