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Organization and Management ORGANIZATION AND MANAGEMENT ORGANIZATION ORGANIZATION AND MANAGEMENT Seat: Division I Polish Academy of Science The Committee on Organizational and Management Sciences Wydział I PAN PKiN, Plac Defi lad 1 00-901 Warszawa www.pan.pl 5 (148) NO. NO. 5 (148) YEAR 2011 Address: Indeks 367850 ISSN 0137-5466 Warsaw School of Economics Publishing House al. Niepodległości 164 02-554 Warszawa YEAR 2011 tel. +48 22 564 94 86, +48 22 564 95 34 fax +48 22 564 86 86 e-mail: [email protected] www.sgh.waw.pl/oik/ ISSN 0137-5466 THE COMMITTEE ON ORGANIZATIONAL AND MANAGEMENT SCIENCES WARSAW SCHOOL OF ECONOMICS ORGANIZATION AND MANAGEMENT NO. 5 (148) YEAR 2011 Indeks 367885 ISSN 137-5466 THE COMMITTEE ON ORGANIZATIONAL AND MANAGEMENT SCIENCES WARSAW SCHOOL OF ECONOMICS OiK_nr5_2011_EN.indd 1 2/1/12 12:01 PM PUBLISHER: THE COMMITTEE ON ORGANIZATIONAL AND MANAGEMENT SCIENCES & WARSAW SCHOOL OF ECONOMICS This publication is subsidized by Ministry of Science and Higher Education Editorial board: Stanisław Sudoł (Nicolaus Copernicus University) – Chairman Szymon Cyfert (University of Economics, Poznań) – Editor-in chief Piotr Wachowiak (Warsaw School of Economics) – Editorial Assistant Klaus Brockhoff (Wissenschaftliche Hochschule für Unternehmensführung Vallendar) Mariusz Bratnicki (University of Economics, Katowice) Zbigniew Dworzecki (Warsaw School of Economics) Irena Hejduk (Warsaw University of Technology) Jan Jeżak (University of Łódź) Rainer Maar (Universität der Bundeswehr, München) Claude Martin (Universite Grenoble, Francja) Mieczysław Moszkowicz (Wrocław University of Technology) Maria Romanowska (Warsaw School of Economics) Ryszard Rutka (University of Gdańsk) Norbert Thom (Universität Bern) Section chief editor: Anna Matysiak-Kolasa, tel. +48 22 564 98 36 , e-mail: [email protected] Production editor: Ewa Łukasiewicz, tel. +48 22 564 94 78, e-mail: [email protected] Distribution and Promotion: Anna Czułek, tel. +48 22 564 98 37, e-mail: [email protected] Reception: Anna Domalewska, tel. +48 22 564 95 34, e-mail: [email protected] © Copyright by The Committee on Organizational and Management Sciences & Warsaw School of Economics, Warsaw 2011 All rights reserved. No part of this issue may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from the publisher. All articles published in the quarterly are subject to reviews. Reviewer: Bogdan Nogalski Address: Warsaw School of Economics – Publishing House al. Niepodległości 164, 02-554 Warszawa tel. +48 22 564 94 86, +48 22 564 95 34, fax +48 22 564 86 86 e-mail: [email protected], www.sgh.waw.pl/oik/ Cover design: UNIGRAF, www.unigraf.bydgoszcz.pl DTP Operator: Stämpfli Polska Sp. z o.o. Printing and Binding: QUICK-DRUK s.c., tel. +48 42 639 52 92, e-mail: [email protected] Edition 180 copies Order No. 6/I/12 OiK_nr5_2011_EN.indd 2 2/1/12 12:01 PM Contents Szymon Cyfert THE INTRODUCTION ............................................................................5 Piotr Bielecki, Aleksander Sulejewicz TWO DECADES OF POLISH MBA PROGRAMMES: ACHIEVING CRITICAL MASS OR SATURATION? ..................................7 Szymon Cyfert, Jakub Jasiczak, Cezary Kochalski RESEARCH INTO STRATEGY IMPLEMENTATION IN PUBLIC SCHOOLS OF HIGHER EDUCATION IN POLAND ................................................ 43 Ewa Grandys, Andrzej Grandys TRANSNATIONAL CORPORATIONS AND CROSS­ ­CULTURAL MANAGAMENT .............................................................. 53 Bogusław Gulski KNOWLEDGE­MANAGEMENT STYLES AND CHANGES IN ENTERPRISE COMPETITIVENESS .................................................67 Jarosław Karpacz ENTREPRENEURSHIP FROM THE INNOVATION PERSPECTIVE ....... 85 Wojciech Nasierowski, Bogusz Mikula THE POLISH CULTURE­‑SOCIO­ECONOMIC FEATURES AS A BASIS TO CREATE ORGANIZATIONS WITH A KNOWLEDGE-BASED CULTURE ................................................... 99 Jerzy Niemczyk A STRATEGY AS AN INNOVATION – A NEW STRATEGY CONCEPT ..... 117 Beata Skowron­Mielnik STRATEGIC FACTORS AFFECTING FLEXIBLE WORK MODEL DEVELOPMENT ..................................................................125 ORGANIZATION AND MANAGEMENT • No. 5/ 2011 (148) 3 OiK_nr5_2011_EN.indd 3 2/1/12 12:01 PM Agata Stachowicz­Stanusch, Charles Wankel ANTI­CORRUPTION PRACTICES AND IMPLEMENTATION MECHANISMS OF THE FORTUNE GLOBAL 500 AS AN ANSWER FOR AN ETHICAL VALUES CRISIS – RESEARCH RESULTS ..........................................................................................139 Ewa Stańczyk-Hugiet BUSINESS STRATEGIES – INTER-FIRM NETWORK PERSPECTIVE ....157 Agnieszka A. Szpitter WORST PRACTICES AS THE LESSONS LEARNED IN MARKETING.....173 Piotr Wachowiak SOCIAL REPORTING IN POLAND.....................................................183 Paweł Wyrozebski RESEARCH ON THE NEEDS OF METHODOLOGICAL SUPPORT IN PROJECT MANAGEMENT ...........................................193 THE COMMITTEE ON ORGANIZATIONAL AND MANAGEMENT SCIENCES POLISH ACADEMY OF SCIENCE .........214 WARSAW SCHOOL OF ECONOMICS ..............................................215 4 ORGANIZATION AND MANAGEMENT • No. 5 / 2011 (148) OiK_nr5_2011_EN.indd 4 2/1/12 12:01 PM SZYMON CYFERT* THE INTRODUCTION The discontinuous and multidirectional character of changes in the methods of competing on the global markets, which led to a rise in the importance of deregula- tion processes and technological convergence, and resulted in the blurring of bor- ders between sectors, together with the use of ICT technologies and an almost unre- stricted access to information, have permanently changed the shape of systems and processes related to managing modern organizations. But, whereas management sys- tems and processes, as well as their components, can relatively easily be subjected to the process of shaping and designing, any attempts at such mechanical adjustment of human resources to new directions of changes are doomed to fail – because hu- mans, members of a given organization, cannot be simply designed or programmed. Thus, the new paradigm of organizational effectiveness emphasizes the usefulness of attempting to attract such employees who already possess optimal qualifications – i.e. optimal from the point of view of a given organization’s strategy. If we operate with the assumption that the crucial elements assuring an organization’s success in- clude the acquisition, selection and allocation of appropriate human resources, we can see how leadership processes become of primary importance among other pro- cesses related to the management of modern organizations. Under these new conditions it is particularly beneficial to employ leaders, who would make use of the organization’s basic values in order to promote attitudes and patterns of behavior among the organization’s members that are based on mutual trust, that make it possible to focus on developing the organization. Effective man- agers are able to create an atmosphere, in which the organization’s members accept the directions of organizational development, trust the decisions made by the man- agers and believe in the purpose of their work. Leaders are characterized by a strong drive to set and achieve ambitious goals. Managers, who are aware of the necessity to constantly seek out new challenges, which aid the organization in achieving success, possess what one might call a “new * Szymon Cyfert, PhD, Associate Professor – Chair of Organisation and Management Theory, Depart- ment of Management, Poznań University of Economics. ORGANIZATION AND MANAGEMENT • No. 5/ 2011 (148) 5 OiK_nr5_2011_EN.indd 5 2/1/12 12:01 PM Szymon Cyfert mentality”. They are hard working, idea-focused, eager to learn and inquisitive; they can identify situations which shape the organization’s future, and know how to react to events that, depending on the organization’s needs, might reinforce or weaken its social subsystem. The emphasis in the process of managing modern organizations should be placed on looking for new business development opportunities, on radically changing the methods of establishing values. But it is no less crucial to stimulate and support the company’s most important strategic resource – the employees, in search of such op- portunities. Leaders should make best efforts to promote the idea of self-development among the employees, sharing their experience with their subordinates. Actions like these, combined with motivational processes, aimed at triggering creative activities and flexible behaviors should translate into efficiency of innovation processes. Leadership, specific values and ability to develop and implement innovations are currently the most crucial strategic assets providing organizations with competitive advantage. Companies with a strong organizational culture and a clearly defined set of basic values accepted and respected by all the organization’s members, and with the ability to maintain their competitive advantage by implementing innovation pro- cesses, are poised to succeed on a continuous basis. The subject matter of the articles in the English edition of “Organization and Management” is really diverse; the topics touched upon refer to various aspects of functioning of organizations; the leading issue, however, is the issue of leadership and innovation. Szymon Cyfert 6 ORGANIZATION AND MANAGEMENT • No. 5 / 2011 (148) OiK_nr5_2011_EN.indd 6 2/1/12 12:01 PM PIOTR BIELECKI* ALEKSANDER SULEJEWICZ** TWO DECADES OF POLISH MBA PROGRAMMES: ACHIEVING CRITICAL
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