Ograniczanie wyników
Czasopisma help
Autorzy help
Lata help
Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników

Znaleziono wyników: 31

Liczba wyników na stronie
first rewind previous Strona / 2 next fast forward last
Wyniki wyszukiwania
Wyszukiwano:
w słowach kluczowych:  Business strategy
help Sortuj według:

help Ogranicz wyniki do:
first rewind previous Strona / 2 next fast forward last
This paper aims to investigate the effect of generic strategy on R&D spending and the impact of R&D spending on firms' performance conditional on their strategic position. This empirical study uses accounting data of 597 listed Taiwanese firms in the manufacturing industry from 2013 to 2017. The data was obtained from Taiwan Economic Journal (TEJ) database. The results indicate that firms that adopt a differentiation strategy have more R&D spending than companies with a cost leadership strategy. Furthermore, the authors find that R&D spending positively affects firms' performance if they pursue a differentiation strategy. Meanwhile, the relationship between R&D spending and firm performance forms an inverted U-shape for those who adopt a cost leadership strategy. First, for firms adopting the differentiation strategy, the investment in R&D is critical because the more investment on R&D these firms spend, the better performance they will gain. Second, for firms with a cost-leadership strategy, R&D spending is also essential to improve efficiency. However, they should allocate the budgets wisely and reasonably, as controlling cost is the main focus of this strategy to keep their competitive advantages. This study examines the relationship between R&D spending, business strategy, and firm performance in Taiwan. Further, the study suggests that manufacturing firms in Taiwan allocate their resources wisely and efficiently according to their system. (original abstract)
Purpose: This article addresses the challenge of creating an excellent strategy under nonlinear conditions, focusing on understanding the unique features and values of the 2021-2030 strategy. The framework for shaping the organization's future is presented through the case of Grupa Azoty Capital Group's strategy. Project/methodology/approach: To achieve this goal, a literature review and examination of the selected strategy were conducted. Grupa Azoty served as an autotelic case study. The research method employed allowed for a depiction of the analysed unit. The case study offers potential for adequately achieving the set boundaries of knowledge, which is particularly important in an era of nuanced phenomena. The choice of research methodology was dictated by the need to examine a specific group of organizations and the subject of interest, enabling the identification of unique features and values of the analysed Capital Group. The conceptual elements of the case were diagnostic (how is it?), symptomatic (why is it so?), and intervention- related (what to do?). Findings: It was recognized that the challenge of today's world lies in the constant redefinition of fundamental truths, given that the era of continuity and high predictability of the environment has ended. The importance of social, technological, and environmental determinants and their impact on organizational strategy formation was acknowledged. The case study revealed several changes that needed to be implemented for the Capital Group's development. Grupa Azoty's 2021-2030 strategy confirms the priority of climate and energy transformation, the necessity for investment in innovation, and the importance of environmentally friendly solutions and products. Limitations/research implications: Future research on the influence of the environment on organizational strategy formation seems justified. Efforts to verify the level of achievement of intended goals also appear appropriate. Moreover, it is valuable to explore the performative dimension of the strategy on Grupa Azoty's employees and stakeholders. Practical implications: Individuals responsible for improving organizational strategy should continue to monitor emerging development perspectives in the environment. Regulatory changes resulting from the European Union's intentions, which aim to achieve beneficial social effects through establishing a set of sustainable development goals, warrant particular attention. The actions of the EU (the directives and regulations it creates) can significantly influence the strategy of a specific enterprise.
Most for-profit organisations must constantly improve their business strategies and approaches to remain competitive. Many of them choose to embark on Lean or Six Sigma journeys with the intention of maximising productivity and increasing sales. Despite a significant progress in the development of the Big 3 Improvement Methodologies (Lean, Six Sigma, Theory of Constraints - TOC), many manufacturers are still involved in ineffective operations, resulting in longer-than-desired lead times, late deliveries, high inventories and considerable operational costs. All of these business errors seriously challenge the company's competitiveness. The aim of the paper is to demonstrate the importance of effective analysis of maintaining the appropriate level of inventory in gaining a competitive advantage of the company using the company's key resources in the competitive struggle on the market while conducting continuous reporting of reasons for not achieving the assumed business goals, and using the principles of the economy of bandwidth in order to maximize the profitability. (original abstract)
Theoretical background: Beyond doubt, the COVID-19 pandemic has caused a series of perturbations in the economies of almost every country in the world. This global crisis has contributed to the business turmoil and has been seen in services in particular. Due to restrictions on economic activity introduced by governments of countries, which were aimed at slowing down the scale of virus infections, many enterprises faced a severe dilemma, i.e. how to continue their activities, how to survive the crisis, and maybe end this activity, or change it into another. For many companies, the pandemic crisis turned out to cause multi-faceted losses and even bankruptcy. But also, some companies saw the crisis as an opportunity to introduce positive changes and gain new sales markets and customers. For these companies, the coronavirus pandemic has become a growth catalyst. Purpose of the article: The theoretical part of the article is devoted to analyzing the literature resources on the coronavirus pandemic and its impact on business. In the practical part, the author explores the results of the quantitative research conducted in 2021 to find out how the coronavirus influenced the functioning of the SME sector in Poland. The author posed the following research questions: How did coronavirus impact the functioning of enterprises? How did companies cope with this crisis? Was the pandemic crisis a source of financial failure or collapse of Polish enterprises? Was it an opportunity for market success? Did the pandemic initiate new business strategies, cause or accelerate changes in the business model? Research methods: The literature review was made using the database of scientific articles in Google Scholar and ResearchGate. The author searched for relevant articles using the following keywords: "COVID-19", "coronavirus", "pandemic", "pandemic crisis", and "lockdown". The quantitative study covered 500 Polish business entities operating in production, trade, and services in domestic and foreign markets. There were no limitations regarding the area of activity (according to the Polish Classification of Activities) or the number of years of firms' presence on the market. The study did not cover large enterprises, i.e. 250 or more employees. Theoretical background: Beyond doubt, the COVID-19 pandemic has caused a series of perturbations in the economies of almost every country in the world. This global crisis has contributed to the business turmoil and has been seen in services in particular. Due to restrictions on economic activity introduced by governments of countries, which were aimed at slowing down the scale of virus infections, many enterprises faced a severe dilemma, i.e. how to continue their activities, how to survive the crisis, and maybe end this activity, or change it into another. For many companies, the pandemic crisis turned out to cause multi-faceted losses and even bankruptcy. But also, some companies saw the crisis as an opportunity to introduce positive changes and gain new sales markets and customers. For these companies, the coronavirus pandemic has become a growth catalyst. Purpose of the article: The theoretical part of the article is devoted to analyzing the literature resources on the coronavirus pandemic and its impact on business. In the practical part, the author explores the results of the quantitative research conducted in 2021 to find out how the coronavirus influenced the functioning of the SME sector in Poland. The author posed the following research questions: How did coronavirus impact the functioning of enterprises? How did companies cope with this crisis? Was the pandemic crisis a source of financial failure or collapse of Polish enterprises? Was it an opportunity for market success? Did the pandemic initiate new business strategies, cause or accelerate changes in the business model? Research methods: The literature review was made using the database of scientific articles in Google Scholar and ResearchGate. The author searched for relevant articles using the following keywords: "COVID-19", "coronavirus", "pandemic", "pandemic crisis", and "lockdown". The quantitative study covered 500 Polish business entities operating in production, trade, and services in domestic and foreign markets. There were no limitations regarding the area of activity (according to the Polish Classification of Activities) or the number of years of firms' presence on the market. The study did not cover large enterprises, i.e. 250 or more employees. Main findings: In general, the coronavirus pandemic caused problems in the market but did not contribute to the drastic collapse of the SME sector, nor was it a catalyst for their spectacular development. The conducted study showed that most companies dealt moderately well with the pandemic crisis. They took remedial action to avoid a complete loss of liquidity, going out of business, and bankruptcy risk. A small percentage saw an opportunity in the crisis or used this time to improve their situation. Main findings: In general, the coronavirus pandemic caused problems in the market but did not contribute to the drastic collapse of the SME sector, nor was it a catalyst for their spectacular development. The conducted study showed that most companies dealt moderately well with the pandemic crisis. They took remedial action to avoid a complete loss of liquidity, going out of business, and bankruptcy risk. A small percentage saw an opportunity in the crisis or used this time to improve their situation. (original abstract)
Organisations have to take into account rapid, non-linear changes in their environment that build pressure on the company's development strategy. Therefore, one of the key challenges and paradoxes is to how maintain mutual coherence between different areas of the organisation and simultaneously leverage being ambidextrous so as to continue with exploration and exploitation activities. The main goal of this paper is to present research results on the relation between strategic coherence and company ambidexterity. Strategic coherence is a proprietary concept allowing for measurement of the balance between the vertical and horizontal adjustment of an organisation. Vertical adjustment is the relation between strategy and the elements of the business model measured by: 1) the cascading of goals, 2) feedback on matching elements of the business model according to strategy, and 3) control over financial results and strategy implementation. Horizontal adjustment refers to matching the business model components measured by: 1) creating value, 2) capturing value, and 3) creating a synergy effect) Meanwhile, ambidexterity is determined by four areas: 1) company goals, 2) products, 3) market and 4) competitive advantage for both exploration and exploitation activities. The research survey was conducted with the use of the CATI method. Altogether, 400 medium-sized and large Polish companies were included in the study. To calculate the dependencies, the Pearson correlation coefficient was applied. The companies studied achieved similar results in terms of strategic coherence dimensions, as the vertical adjustment was 6.47, and the horizontal was 6.29 on a scale of 1-10. Meanwhile, in terms of ambidexterity, the companies achieved a moderate level, with the average value for exploration being 4.26, and that for exploitation 4.51 on a scale from 1 to 7. Based on correlation analysis, the relation between both variables has the shape of an inverted "U" with the most favourable point for ambidexterity at the "high strategic coherence" level. This study is a comprehensive guide for practitioners, and presents development guidelines for companies. The value of this research is an empirically validated framework that describes relations based on a dynamic balance between strategic coherence and two types of adjustment in the area of regulation - vertical and horizontal, as well as ambidexterity with two types of activity in the area of operations: exploration and exploitation. This study is unique and explores uncharted areas of strategic management(original abstract)
Każda spółka Paramy powstała z inicjatywy pracownika firmy lub jej prowadzenie zostało powierzone zainteresowanemu samodzielnością członkowi zespołu. Także każdy pracownik Paramy może - i jest do tego przez firmę zachęcany - zgłosić swój pomysł biznesowy. To rodzaj inwestycji w kadry, a zarazem strategia biznesowa. (fragment tekstu)
Objective: The objective of the article is to provide implications for improving the competitiveness of SMEs by analysing the structural impact relationship of the corporate entrepreneurship of Korean SMEs on business performance. Research Design & Methods: The established research model based on precedent studies was empirically analysed with PLS-SEM by employing the 3299 survey data collected by the Ministry of SMEs and Start-ups in 2018. Findings: Empirical analysis revealed that corporate entrepreneurship affects business performance through a relationship between moderation (employee compensation) and mediation (vision and strategy). Hence, the findings suggest that, along with the importance of corporate entrepreneurship, the proper management of vision and strategy and employee compensation has a significant influence on the business performance of SMEs. Implications & Recommendations: The implications of this research are expected to be applied by the government in establishing policy direction to enhance the corporate entrepreneurship of SMEs in the future. Contribution & Value Added: This study provides empirical evidence that shows the relationship between corporate entrepreneurship and business performance by using the data of Korean SMEs. In particular, it incorporated the effects of vision and strategy, and employee compensation and rendered theoretical and managerial implications. (original abstract)
Purpose: The purpose of this article is to answer two research questions. The first is: what is the relationship between the business model and the behavioral strategy of companies? The second is: how does the business model determine behavioral strategy? Methodology: The research method of the literature review involved three stages. Stage one consisted of analyzing articles retrieved from Web of Science, Scopus and Google Scholar. Key words typed into the search engine were helpful in selecting articles. The following keywords were used: creative thinking, strategic thinking, business model, business model innovation, competitive strategy, behavioral strategy, organizational intelligence, strategic intelligence, intelligent organization. Stage two involved reviewing the selected articles. Stage three involved analyzing and synthesizing the content of the previously selected publications. In the end, a total of 125 selected articles in Polish and English were analyzed, of which 42 literature items were used in the article in the form of citations and references. Findings: The research confirmed the view that strategy and business model complement each other. Through feedback, they are interdependent on each other and coevolve. The business model is one of the determinants strongly influencing the shape of strategy. Research limitation: The research used a reductionist approach, and therefore ignored numerous other contextual determinants of behavioral strategy. The research focused only on the business model as a determinant of behavioral strategy and on the feedbacks occurring between the studied elements of the concept. Originality/value: The originality of the concept is reflected in its dynamic nature. The dependency analysis is set in a broader context that includes organizational intelligence and intelligent market behavior of enterprises. The concept is valuable because it takes a dynamic approach to clarifying the issue of the business model as a determinant of strategy. A cognitively interesting study could provide an answer to the question: what types of business models are the highest basis for building competitive advantage as one of the elements of strategy. (original abstract)
Given the level of continued technological progress, AI language models have been the subject of enormous media attention. The popularity of such models skyrocketed in November 2022 with the introduction of the ChatGPT application. The impact of AI language models on areas such as research, healthcare and business is constantly being evaluated. However, an issue in which there is a clear research gap is the use of ChatGPT for business decisionmaking purposes. The aim of this article is, therefore, to investigate whether ChatGPT can be leveraged to make strategic business decisions. The methodology compares three paths towards a case for a strategic business decision by means of a checklist-based score: one conducted by a human alone; the second taken purely by ChatGPT with as little human interaction as possible; and third, the centaur model, where a human actively interacts with ChatGPT and asks critical questions. The findings were twofold. Firstly, ChatGPT is still far from being considered a quality business consultant in itself. Secondly, however, AI turned out to be extremely helpful in terms of creating a decision-making path. Hence, humans may leverage the information provided by ChatGPT to gain helpful insights for better business decision making.(original abstract)
Prowadząc badania nad samoregulacją,oparte na analizie literatury w zakresie etyki biznesu firm zachodnich stosowanej w Chinach, należy rozważyć trzy zagadnienia. Pierwszym są źródła konieczności stosowania tego typu inicjatyw samoregulacyjnych, jak strategia biznesowa outsourcingu. Innymi słowy, niezbędne jest zbadanie rzeczywistej sytuacji biznesowej, będącej przyczyną problemów etycznych. Drugi element to ustalenie zasad minimalnych, które są łamane na skutek stosowania strategii outsourcingu. Trzeci punkt rozważań stanowi przedstawienie prób odpowiedzi na sytuację problemową na gruncie etyki biznesu. Taką zaś odpowiedzią są inicjatywy samoregulacyjne. Na koniec warto się zastanowić, czy samoregulacja jako odpowiedź biznesu na łamanie podstawowych standardów etycznych jest wystarczająca.(fragment tekstu)
Rolą transakcji fuzji i przejęć jest umożliwienie przedsiębiorstwom osiągnięcia wzrostu zewnętrznego poprzez koncentrację kapitału. W momencie, w którym nie są one w stanie wygenerować dostatecznego poziomu przychodów bądź wypracować optymalnych mechanizmów wzrostu wewnętrznego, pojawia się potrzeba reorganizacji metodyki zarządzania w kierunku dostarczenia nowego źródła do budowania stabilnej pozycji rynkowej. Problem ten nabiera praktycznego znaczenia w trakcie pandemii COVID-19, gdy wiele przedsiębiorstw dotkniętych jej skutkami, zmuszonych jest do poszukiwania nowych dróg rozwoju i sposobów na skuteczniejszą komunikację, zarówno z klientami, jak i kontrahentami. Jednym z takich rozwiązań są transakcje fuzji i przejęć, które dzięki właściwemu doborowi strategii, pozwolą na optymalizację priorytetów przyjętych przez łączące się podmioty. Celem artykułu jest przedstawienie strategii biznesowych, które stosowane są w procesach połączeń, z uwzględnieniem motywów uczestników tych transakcji w okresie pandemii. Autorzy zwrócili uwagę na konieczność zmiany przyjętych strategii rozwoju w transakcjach, które zostały wymuszone przez zagrożenia, jakie za sobą niesie czas kryzysu. Ustalenie determinant warunkujących realizacje wybranej strategii, umożliwia dokonanie oceny stopnia radzenia sobie przez przedsiębiorstwa z negatywnymi skutkami COVID-19 z wybranych sektorów gospodarki.(abstrakt oryginalny)
Jednym ze sposobów uzyskania i utrzymania przewagi konkurencyjnej przez firmy jest realizacja innowacyjnych strategii biznesowych. Strategia biznesowa rozumiana jest tutaj jako szczegółowy plan działań, którego realizacja ma w założeniu przynieść sukces firmie. Niejednokrotnie realizacja innowacyjnych strategii wiąże się z wykorzystaniem rozwiązań sieciowych i wymaga wykorzystania zaawansowanych systemów informacyjnych. Nie inaczej jest z nową strategią biznesową określaną terminem mass customization. Celem artykułu jest scharakteryzowanie strategii mass customization w kontekście technologii informacyjnych warunkujących jej wdrożenie. (abstrakt oryginalny)
The state of organizational and management structures and the expected development in this issue is the subject of research, the outputs of which are presented in the article submitted. The research period covers 2016 - 2020; the test sample of enterprises (about 460 entities) includes all size categories and the manufacturing and service sectors. The research started in a period of strong economic growth and continues in the current period of economic downturn. Three research hypotheses were formulated. The first hypothesis concerning the existence of statistical dependence between the organizational and management structure of the enterprise and its size was confirmed. The remaining two hypotheses were rejected. Specifically, business managers did not identify the dominant departmental organizational structure as an instrument of profitability and sustainability. Similarly, the hypothesis that the enterprise managers did not consider Research and Development, Quality, and Investment departments as pro-growth tools were not confirmed, as the identified pro-growth tools are the Economic and Production departments and controlling. This result demonstrates the managers´ misunderstanding of the objectives, mission, and especially the function of an individual organizational unit in the corporate system. The conclusion of the paper presents the prediction for further development. Based on the obtained outcomes, a pro-growth organizational rule is defined. The main objective of all new management tools must be to ensure the production and provision of services to ensure the maximum possible satisfaction of customer requirements and to maximize the achieved margin. As confirmed by the literary research, this process has already started in the European Union countries. Many companies are fully implementing these principles in their daily management and decision-making practices. (original abstract)
Our study examines the relationship between innovations and liquidity risk of 37 commercial banks in Vietnam over 2010 - 2020. We employ the Ordinary Least Squares and dynamic system Generalized Method Moments to analyze a sample of 349 annual observations. Our findings show that innovations help commercial banks to reduce liquidity risk. For instance, commercial banks with mobile banking applications have a 0.24% higher liquidity than those without. Moreover, one percentage increase in training and development expenses generates additional 0.1451% liquidity. The impact of mobile banking applications is robust even if we employ alternative risk proxies such as RROA and Loan Loss Provision. Our study recommends that banks should develop mobile banking applications, and improve workforce and service quality via training and development programs. (original abstract)
Pozycja użytkowników mediów będzie wzrastać wraz z rozwojem społeczeństw informacyjnych, bogatych w technologie i uczestniczących powszechnie w sieciowych przepływach idei i treści. Sieć pozwala nie tylko na ekspresję tożsamości grupowej i indywidualnej, lecz także na mobilizację użytkowników w konfrontacji z korporacjami. Korporacje straciły monopol i dyktat, ale zyskały zupełnie nowe możliwości rynkowe, tworząc i odpowiadając na potrzeby użytkowników. Mimo niepewności i ryzyka, Wiek Informacji trwa. (fragment tekstu)
Otoczenie biznesowe, w którym funkcjonują przedsiębiorstwa, zmienia się nieustannie i - w związku z tym - stale mamy do czynienia z niepewnością gospodarczą. Firmy starają się jak najlepiej funkcjonować w takich warunkach i aby to osiągnąć, wdrażają odpowiednie strategie biznesowe. Aktualnie, ze względu na pandemię, stopień niepewności jest ekstremalnie wysoki, więc i strategie przedsiębiorstw muszą być dostosowane do niespotykanego dotąd tempa zmian. Celem tego opracowania jest identyfikacja możliwych zachowań strategicznych przedsiębiorstw w warunkach niepewności, ze szczególnym uwzględnieniem aktualnej sytuacji epidemiologicznej. Na podstawie krytycznego przeglądu literatury, a także obserwacji i analizy źródeł wtórnych ustalono, jakie strategie biznesowe powinny być stosowane w warunkach niepewności, a także które z nich są najbardziej odpowiednie w czasie aktualnego kryzysu. Podjęta została również próba sformułowania wytycznych dla menadżerów, w związku z bieżącą sytuacją pandemiczną. (abstrakt oryginalny)
Efektywna obsługa klienta jest dużym wyzwaniem dla wielu przedsiębiorstw w dzisiejszym świecie. Coraz więcej firm skupia się na poprawie jakości obsługi, co w konkurencyjnym środowisku staje się jednym z głównych celów przedsiębiorstwa. Jedną z bardziej skutecznych strategii biznesowych w tym obszarze jest strategia zarządzania relacją z klientem. Poprzez skupienie na potrzebach klientów oraz wdrożenie odpowiednich narzędzi wspomagających obsługę przedsiębiorstwa mogą poprawić reputację oraz zwiększyć zyski. Strategia CRM ewoluuje w szybkim tempie za sprawą popularyzacji mediów społecznościowych, które często odgrywają rolę marketingową. W artykule zostały opisane nowe trendy oraz tendencje zmian w zakresie obsługi klienta oraz nowoczesnego marketingu. Wyniki przytoczonych badań dotyczą poziomu skuteczności marketingu społecznościowego, a także ukazują nowe kierunki rozwoju dla wybranych obszarów biznesowych. (abstrakt oryginalny)
Idea wykorzystania outsourcingu logistycznego, pozwalającego obniżyć koszty, skupić się na kluczowych kompetencjach oraz zwiększyć elastyczność działania, ostatnio stała się bardzo popularna, stąd obecnie rozważaniom rzadziej podlega kwestia czy zastosować outsourcing, lecz jakie usługi zlecić, jakiemu partnerowi i w jakim stopniu uda się osiągnąć zamierzone korzyści? W celu analizy tego zagadnienia przeprowadzone zostały badania ankietowe na grupie przedsiębiorstw korzystających z outsourcingu logistycznego. Badania przeprowadzono podczas IV Targów Logistyki, Magazynowania i Transportu w centrum wystawienniczym Expo Silesia wśród firm, które wyraziły zgodę na udział w badaniu. Prezentowane w artykule wyniki dotyczą przede wszystkim wymiaru outsourcingu logistycznego stosowanego przez badane przedsiębiorstwa, zaistniałych zmian, napotkanych problemów oraz uzyskanych korzyści. (abstrakt oryginalny)
Obecne tendencje w biznesie przejawiają się w rywalizacji o względy klientów. Wymusza to na przedsiębiorstwach odejście od standardowych, dotychczas stosowanych technik zarządzania na całkiem inny rodzaj strategii, mającej na celu maksymalizowanie elastyczności elastyczności działania. Systemy CRM sprzyjają właśnie takiemu postępowaniu w walce konkurencyjnej. Dzięki stosowaniu filozofii CRM firmy są w stanie szybko reagować na wciąż zmieniające się potrzeby klientów, spełniać je przy jednoczesnym ograniczeniu kosztów działania. CRM to kompleksowa strategia biznesowa, realizowana przez całą organizację i zaprojektowana w celu optymalizacji zysków i przychodów oraz satysfakcji klienta. (fragment tekstu)
The paper focuses on the concept of supply chain management based on aviation logistics, which includes airport operations, services, global economy and airport aviation infrastructure. The article also gives details of a complex structure of aviation supply chain process and what kind of factors and trends are significant in supply chain management.(original abstract)
first rewind previous Strona / 2 next fast forward last
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.