Szymon Cyfert

The Strategic Dimension of the Dynamic Capabilities of Enterprises

Summary The aim of this paper is to contribute to the debate on the concept of dynamic capabilities of enterprises and present of its principles from the perspective of strategic management. The paper starts with the presentation of importance of paradigms in strategic management. It is followed by the discussion of the concept of dynamic capabilities and of the strategic aspects of the concept of dynamic capabilities of enterprises Streszczenie Celem artykułu jest włączenie w dyskusję nad koncepcją dynamicznych zdolności przedsiębiorstw i przedstawienie jej założeń z perspektywy zarządzania strategicznego. Punktem wyjścia w artykule uczyniono zarysowanie znaczenia paradygmatów w zarządzaniu strategicznym. Na tym tle przedstawiono koncepcję dynamicznych zdolności i omówiono strategiczne aspekty koncepcji dynamicznych zdolności przedsiębiorstw

The Role of Leaders in Managing Organisation Boundaries

The Role of Leaders in Managing Organisation Boundaries The paper notes the importance of the boundary concept in the organisation and management theory and practice and attempts at identifying the role of leaders in the organisations boundary management processes. The starting point is the assumption that looking at an organisation as an open system which interacts with its environment validates a claim that an organisations success depends on the efficiency of such interaction with the environment, taking place across boundaries, which means that boundaries are not unimportant, peripheral components of the organisation management system, but rather its critical constituents, determining the ability to correctly define the organisations operations and behaviours of its stakeholders. This assumption required the consequent identification of the role of leadership in the boundary management processes. The paper discusses the role of leadership in the 21st century, the evolving competition paradigm, the impact of globalisation and diversity on corporate management, the role of organisational culture and management process transformation. W artykule, wskazując na znaczenie koncepcji granic w teorii i praktyce nauk organizacji i zarządzania, podjęto próbę charakterystyki roli przywódców w procesach zarządzania granicami organizacji. Punktem wyjścia Autorzy uczynili założenie, że postrzeganie organizacji w kategoriach systemu otwartego, prowadzącego wymianę z otoczeniem, pozwala na wyprowadzenie wniosku, że powodzenie organizacji uzależnione jest od sprawności współpracy z otoczeniem, realizowanej przy wykorzystaniu granic, co oznacza, że granice nie są mało istotnymi, peryferyjnymi komponentami systemu zarządzania organizacją, ale stanowią jego krytyczną składową determinującą możliwość prawidłowego zdefiniowania aktywności organizacji i zachowań jej uczestników. Przyjęcie powyższego założenia pozwoliło na określenie roli przywództwa w procesie zarządzania granicami. W artykule odniesiono się do istoty przywództwa XXI wieku, zmieniającego się paradygmatu konkurencji, wpływu procesów globalizacji i różnorodności na działalność kierowniczą, roli kultury organizacyjnej oraz przekształceń procesów zarządzania.

Dynamic capabilities in strategic choice processes within organisations

Summary Dynamic capabilities are an essential theoretical construct that is useful for understanding the phenomenon of competition. Still, in spite of the apparent popularity of this subject, the existing management literature could do with more studies into processes that shape dynamic capabilities. The purpose of this article is to systematise different approaches to the dynamic capabilities concept as they are found in the existing literature, with a particular focus on its relevance to modern-day organisations as a tool to increase their competitiveness. The other goal is to discuss two issues that are critical to the dynamic capabilities concept. Firstly, what are the conditions for the predominant role of dynamic capabilities in the area of strategic management? Secondly, can the dynamic capabilities concept be treated as an underlying theoretical and methodological framework for strategic choices in modern-day organisations?

The concept of management by flexible goals

Summary The aim of this paper is to contribute to the debate on the directions of change of contemporary organizations and present assumptions of a management concept based on flexible goals. The paper starts with the presentation of conditions in which modern organizations operate. It is followed by the discussion of the essence of the concept of governance based on flexible goals and description of the principle of agreement about relative improvements. Finally, a model of the organization implementing the management process based on flexible goals is presented and the rules of management based on flexible goals are defined. Streszczenie Celem artykułu jest włączenie w dyskusję nad kierunkami zmian w procesach zarządzania współczesnymi organizacjami i przedstawienie założeń koncepcji zarządzania w oparciu o elastyczne cele. Punktem wyjścia w artykule uczyniono zarysowanie uwarunkowań funkcjonowania współczesnych organizacji. Na tym tle omówiono istotę koncepcji zarządzania w oparciu o elastyczne cele, scharakteryzowano zasadę porozumienia dotyczącego względnego udoskonalenia, przedstawiono model organizacji realizującej proces zarządzania oparty na elastycznych celach i zdefiniowano zasady zarządzania w oparciu o elastyczne cele.

Potential for imitation as a dynamic capability of organisation

Summary Potential for imitation as a dynamic capability of organisation Until recently, what was treated as unique resources in strategic management were financial, human and other resources, and their uniqueness was examined mostly in quantitative terms. However, globalisation of economic processes has meant that a degree to which resources are unique determine their quality, as a result of which they cannot be evaluated solely in quantitative terms. Such unique resources include competencies, dynamic capabilities and other intellectual resources within organisations, including their potential for innovation and imitation. The purpose of this article is to discuss the construct of potential for imitation considered in terms of the dynamic capability of organisation. The starting point in the study was to outline the essence of the dynamic capabilities of the organization, then the potential of imitation in the dynamic capacity system was embedded in order to finally refer to the link between innovation and imitation.

Resources and their impact on the effectiveness of processes which shape dynamic capabilities of Polish enterprises

Abstract The purpose of this article is to discuss the results of our research into how different resources impact the effectiveness of dynamic capabilities processes in Polish businesses. As a starting point, the article characterises the nature and character of dynamic capabilities in Polish firms as well as highlighting the significance of different resources in developing those capabilities. On that basis conclusions are offered regarding the relationship between those resources and the effectiveness of capabilities-shaping processes.

Organizational reputation risk management as a component of the dynamic capabilities management process

Summary Intangible assets, such as reputation, brand value, strategic position, alliances, knowledge, human capital, play an increasingly important role in shaping the market value of an organization. At the same time, in the literature it is emphasized that the attribute of intangibility translates into an increased risk of destruction or impairment of assets. Thus, the research problem associated with the analysis of organizational reputation risk management as a component of the dynamic capabilities management process should be considered important from the point of view of management science. The study attempts to outline the concept of dynamic capabilities, define the concept of risk and subsequently discuss the relationship between dynamic capabilities and organizational reputation risk management.

The Network Concept of Strategic Management and Its Limitations = Sieciowa koncepcja zarządzania strategicznego i jej ograniczenia

Summary The purpose of the article is to contribute to the discussion on the network concept of strategic management and the limitations thereof. The article opens with a presentation of the origin of the concept of network organizations, which further on allows the author to discuss the concept of networks in strategic management, pinpoint its limitations and assess the validity of the assumption that a new paradigm of the strategic management theory is emerging. Streszczenie Celem artykułu jest włączenie się w dyskusję nad sieciową koncepcją zarządzania strategicznego i jej ograniczeniami. Punktem wyjścia w artykule uczyniono zarysowanie genezy koncepcji organizacji sieciowych, co w dalszej części pozwoliło na podjęcie dyskusji nad koncepcją sieciowości w zarządzaniu strategicznym, wskazanie jej ograniczeń oraz na ocenę zasadności wnioskowania o wyłanianiu się nowego paradygmatu teorii zarządzania strategicznego