The article presents considerations in the field of intellectual capital management at the enterprise level. The aim of the work was to analyze the role of managers in managing intellectual capital, developed by the human resources of the organization. The work involved the analysis of domestic and foreign literature, in particular literature-based examples of various-sized enterprises. In a result of the deliberations, one can notice a diversified, depending on the size of the enterprise, impact of the human factor on the dynamics of innovative processes that generate intellectual capital. This differentiation refers to a different level of decision-making.
Searching for factors that are strategically important for the organization and maintaining a competitive advantage means that organizations are looking for such factors that will allow them to cross their borders. One of them is entrepreneurial mobility. Therefore, the aim of this article is to identify the conceptualization of the essence of the notion of entrepreneurial mobility, to determine its dimensions and to show the relationship with strategic entrepreneurship, the theory of resources and the theory of entrepreneurial behavior. The obtained conclusions allow to state that entrepreneurial mobility undertaken by enterprises may also be, thanks to possessed resources, competencies and the use of opportunities in the environment an essential moderating factor in maintaining and/or achieving a competitive advantage. The study has a theoretical character and was based on the analysis of literature using the method of analysis and criticism of the literature.
The article presents analysis of the interrelationships between the notions of and It is argued that the contemporarily observed changes in the approach to building professional career require undertaking actions both in the area of employer branding and personal branding. At the time of career surfers the concepts of employer branding and personal branding must be treated complementarily - in order to obtain competitive advantage, employers must provide opportunities to employees to build their own brands.
Each organization needs managers who will efficiently manage their employees. Efficiency is a condition necessary to achieve a competitive advantage. An efficient manager can adjust his management style to the existing situation and the environment. The manager must think first of all about what needs to be done so that the organization can meet the current and future needs of the changing market. The aim of this article is to analyze the flexible selection of the management style by managers and to connect it with efficiency in the applied management style. On the basis of qualitative research conducted among 188 managers, the author positively verifies the hypotheses which assume that firstly, managers in the banking sector are characterized by flexibility in applying the management style and secondly, the greater the flexibility in using management styles, the higher the subjective assessment of the efficiency of managing people. Nevertheless, both variables (flexibility and efficiency) are at a high level, which may be due to the specifics of the sector under study.
Given the rapid advances and the increased reliance on the modern technologies in social and economic processes, the question of how it is changing work and wage inequality is highly interesting for scholars of labor market, economic progress and organization. This article attempts to investigate occupational tasks and wage inequality over last decade in the one of municipal companies in Poland. In particular, the conducted study, based on the data from the years 2009 and 2018, aimed to identify the change of share of particular types of jobs according to the adopted classification and to analyze individual pay scales from the perspective of the identified types of positions. The research procedures were based on document analysis, structured interviews, team work methods, and classification technique. The results indicate a decrease in the share of routine in favor of non-routine jobs. Moreover, wage inequality rises more visibly in non-routine jobs, especially non-routine cognitive in all types of company’s activity (i.e., operational, supporting and managerial). Paper corresponds with the issues of job polarization on firm-level that is more or less absent in the empirical literature. Moreover, the substantial part of literature of the subject has not taken into account municipal enterprises in this process yet.
Integration of the principles of sustainable management and corporate social responsibility into the practice of Human Resources Management is not a novel perspective. Recently however, the impact of the reward system on the value creation among various stakeholder groups is gaining more and more attention. In the face of ever-emerging practices of Sustainable Human Resources Management in organizations, the question occurs how HR professionals perceive their role in this process. The aim of the research presented in this paper is to analyze how HR managers perceive the role of rewards systems in relation to the principles of corporate social responsibility and the process of creating a sustainable organization.
Automation of accounting processes is a new, dynamically developing phenomenon in the area of services in the scope of financial services for businesses. This solution involves a number of business benefits, but also creates certain hazards. It also requires adjustment of the IT system, associated with the accounting process. The purpose of the article is to present the essence of such solutions, their benefits and hazards involved, in the light of research conducted so far. The main research method used in the article was the analysis of secondary sources in the form of research reports of consulting companies, such as Deloite, Ernst & Young, KPMG, McKinsey, which monitor the development of the discussed phenomenon. The analysis covered, among others, such reports, as: “Global Shared Services 2017”; “The robots are coming”, “Rise of the robots”, “A Future that works: automation, employment and productivity”. Results of the surveys with employees of Cracow’s shared services centers were also used in the article.
The fundamental objective of this publication is to assess the level of technological maturity that implies the implementation of an imitation strategy. The studies were carried out among manufacturers operating in the agricultural machinery sector. In reference to such an outlined purpose, as a necessary activity, it was recommended: at the theoretical level – using the methods of reconstruction and literature interpretation – to nominate the questions giving opinions on the technological maturity level in the sphere of the effective imitation strategy implementation; at the design level – to compile a research tool in the form of an assessment sheet resulting from the literature exploration and assessment among deliberately chosen experts; and at the empirical level – to recognize the technological maturity level among manufacturers of the agricultural machinery sector (self-assessment). In order to carry out the studies, the authors use a method of literature studies, expertise, a creative discussion, participant observation as well as providing opinions with the use of a self-assessment questionnaire. It seems that the complexity of problems and small, so far, scientific recognition justify treating these issues as the research subject. Additional confirmation of the need to undertake research also results from the fact that on the publishing market there is a shortage of scientific studies on the organization maturity, especially, in relation to – used by machinery construction companies – technologies.
Social exchange has a significantly shapes employees' attitudes towards organization. The aim of the study was to verify the mechanisms of the impact of perceived support received from the organization (POS) and supervisor (PSS), gratitude and organizational loyalty on the affective commitment of employees and the desire to leave it. 443 employees of one organization took part in the research. Following research tools were used: Overview of Perceived Organizational Support, Scale of Perceived Supervisor Support, Scale of Gratitude to the Organization, Scale of Organizational Loyalty, Organizational Commitment Scale and one measure of intention to leave the organization. POS mediated fully between PSS and employees' affective commitment, and partly between PSS and the desire to leave the organization. Gratitude to the organization and care about its positive image partly mediated between POS and PSS and the employees' affective commitment. Organizational loyalty was also a partial mediator between gratitude to the organization and affective commitment. The role of social exchange in shaping employees' attitudes towards the organization has been confirmed. One identified mechanisms, both of the direct impact of POS and PSS on affective commitment, and the indirect impact of these variables, through gratitude to the organization and care about its positive image. The role of gratitude and organizational loyalty for the willingness to leave the organization was also confirmed.(original abstract)
