Wyniki wyszukiwania - BazTech

1

Areas and effects of using ICT tools in an agile organization

Kocot Maria, Majzel Anna, Byczkowska Magdalena, Kwasek Artur

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2026

|

z. 242

205--219

EN

Purpose: The aim of the article is to identify the determinants and areas of use of ICT tools in agile organizations and to assess their impact on the effectiveness and flexibility of operations. Design/methodology/approach: The study was conducted using the survey method in 2025 on a sample of 525 respondents, and the results were presented using a "mustache" chart and a Pareto chart. Findings: It was found that ICT increases work efficiency, improves the performance of tasks and supports the functioning of organizations in the areas of sales, services and marketing. Research limitations/implications: The limitations of the studies are their cross-sectional nature and the dominance of young respondents, which may affect the generalization of the results. Practical implications: The results can support managers in the effective implementation of ICT solutions that promote agility and improve organizational processes. Social implications: The use of ICT fosters the development of collaboration, communication and employee engagement in the digital environment. Originality/value: The article brings cognitive value through an empirical assessment of the impact of ICT on organizational agility and business efficiency.

2

Using design thinking in agile organizations in the aspect of sustainable development of the organization

Kocot Maria, Szymańska Marika

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2025

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z. 218

353--370

EN

Purpose: The aim of the article is to analyze the application of Design Thinking in agile organizations in the context of sustainable development. The study focuses on identifying the determinants of the effective implementation of this approach and assessing its impact on the adaptability, innovation and long-term effectiveness of the organization. Design/methodology/approach: The study used a survey method, based on a survey questionnaire conducted among 303 respondents. The results were subjected to multiple correspondence analysis (MCA) to identify the relationships between key aspects of Design Thinking and their impact on the functioning of the organization. Findings: The results indicate that Design Thinking plays an important role in agile organizations, supporting iterative processes, interdisciplinary collaboration, and a flexible approach to changing conditions. The highest ratings were given to aspects related to prototyping, iterative process improvement, and rapid identification of problems and needs. Research limitations/implications: The study is based on a survey conducted on a sample of 303 respondents, which limits the possibility of full generalization of the results. Multiple correspondence analysis identifies relationships between variables but does not determine cause-effect relationships. The lack of analysis of the long-term impact of Design Thinking indicates the need for longitudinal studies and extension of the analysis to different sectors. Practical implications: The use of Design Thinking in agile organizations can contribute to more effective innovation management, better alignment of strategies with stakeholder needs, and implementation of practices consistent with the principles of sustainable development. The research results can be the basis for recommendations for organizations striving to increase their adaptive capacity and optimize management processes. Social implications: Implementation of Design Thinking supports creation of more inclusive and socially responsible solutions, adapted to real needs of users. Interdisciplinary cooperation and creative approach support building business models that take into account sustainable development and positive impact on the environment. Originality/value: The article provides empirical evidence for the importance of Design Thinking in agile organizations, emphasizing its impact on sustainable development and long- term effectiveness. The use of MCA analysis allows for a detailed determination of the relationships between the key elements of this approach, which is a significant contribution to the development of research on innovative management methods.

3

Soft determinants of the development of an agile organization in the aspect of own research

Kocot Maria, Kwasek Artur, Radowicki Stanisław, Gontarek Izabela, Oleksiejuk Jacek

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2025

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z. 223

171--185

EN

Purpose: The aim of the article is to identify soft factors perceived as key to the development of organizational agility and to analyze their interrelationships in the context of the perception of organizational participants, to determine the importance of interpersonal relations, cooperation and safety culture as foundations supporting flexible and adaptive organizational structures. Design/methodology/approach: The study was conducted using a diagnostic survey method in the form of a survey on a sample of 312 respondents in 2024. The collected data was statistically analyzed using multivariate correspondence analysis (MCA), which allows for the identification of response patterns and hidden relationships between variables. Findings: It was found that factors such as avoiding aggression, striving for a common goal and searching for common solutions are most often considered important for organizational agility. High consistency of answers indicates strong rooting of the values of cooperation and psychological safety in the perception of organizational development. Research limitations/implications: The study was cross-sectional and based on subjective opinions of respondents, which limits the possibility of generalizing the results. Another limitation is the lack of consideration of hard indicators of organizational effectiveness and contextual variables, such as the specificity of the industry. Practical implications: The results can constitute a basis for designing development and cultural activities supporting organizational agility, in particular in the area of relationship management, strengthening shared responsibility and developing soft skills. Social implications: The importance of creating a working environment based on trust, openness and cooperation was highlighted, which promotes operational efficiency as well as employee well-being and social integration in the workplace. Originality/value: The article brings value by empirically demonstrating the role of soft determinants of organizational agility and by using MCA analysis as a tool for identifying perceptual patterns. The presented conclusions have practical significance for organizations operating in a dynamic and unpredictable environment.

4

Motivational factors building the image of an employer in agile organizations

Kocot Maria, Olejko Katarzyna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2025

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z. 215

209--225

EN

Purpose: The aim of the article is to identify key motivational factors that influence the building of employer image in agile organizations and to analyze their significance for the perception of the organization as an attractive place to work. Design/methodology/approach: The research was conducted using a survey method in AprilMay 2023 on a sample of 303 respondents. The collected data was subjected to quantitative analysis, including multivariate correspondence analysis (MCA), to identify relationships between motivational factors and respondents' assessments. Findings: Research results indicate that the key motivational factors in an agile organization are flexible working conditions, opportunities for skill development, recognition and rewards, and health and wellness programs. It has been shown that these determinants significantly affect the perception of the employer as modern, open and caring for the needs of employees. Research limitations/implications: The limitations of the study are the use of one method a survey and a sample limited to 303 respondents, which may affect the generalization of the results. The results are exploratory in nature and constitute a basis for further research using qualitative methods. Practical implications: The obtained results provide organizations with practical tips on how to create effective employer branding strategies. Particular attention should be paid to the integration of activities in the field of work flexibility, support for professional development and building an organizational culture based on trust and innovation. Social implications: Implementing flexible work arrangements, health-promoting activities and a culture of openness helps improve employee well-being and create more responsible and inclusive workplaces. Originality/value: The article brings new value by integrating theoretical and empirical approaches in the study of motivational factors as determinants of employer image in agile organizations. The use of multidimensional correspondence analysis allows for a deeper understanding of the relationships between the analyzed variables and employee expectations.

5

Factors determining customer data security in agile organizations

Kocot Maria, Błaszczak Bartosz

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2025

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z. 215

175--191

EN

Purpose: The purpose of this article is to identify and assess key factors that impact customer data security in agile organizations. The study aims to determine priorities in data security management and to indicate patterns in how respondents perceive these factors. Design/methodology/approach: The study was conducted using a survey method on a sample of 303 respondents in April-May 2023. The results were subjected to multivariate correspondence analysis (MCA) to identify relationships and patterns between data security factors. Findings: The results indicate that factors such as data encryption systems, access control, real-time monitoring, and employee training are key. The MCA analysis revealed the interconnections between these factors and identified areas for further optimization in data security. Research limitations/implications: The study is limited to agile organizations and relies on subjective opinions of respondents. The results may be extended in the future to other types of organizations or through the use of mixed methods to deepen the analysis. Practical implications: The presented results can support organizations in developing effective customer data protection strategies. Recommended actions include implementing advanced security systems, regular audits and intensifying employee training. Social implications: Improving customer data security strengthens consumer trust and loyalty while contributing to a more secure digital environment. These activities also respond to societal expectations related to respect for privacy and ethics in data management. Originality/value: The article provides a unique perspective on the issue of customer data security in the context of agile organizations. The use of MCA analysis allowed for an in-depth assessment of patterns and relationships between factors, which enriches the literature on the subject and supports decision-making in organizations striving for operational agility. Keywords:

6

Employer branding determinants in an agile organization - analysis of own research

Kocot Maria, Wala Agnieszka

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2025

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z. 215

227--242

EN

Purpose: The aim of the article is to analyze the determinants of employer branding in agile organizations and to understand their impact on building the image of an attractive employer. The study focuses on identifying key elements, such as flexible forms of work, the use of modern technologies, a culture of openness and quick response to employee needs. Design/methodology/approach: The research was based on a survey conducted in April-May 2023 among 303 respondents. The collected data was analyzed using multivariate correspondence analysis (MCA), which enabled the identification of relationships between individual employer branding determinants and their perception by respondents. Findings: The results of the study indicate that the flexibility of the organization, the use of modern technologies and the culture of openness are key factors influencing the attractiveness of the employer. Employees particularly value flexible forms of work and an innovative approach to management, which has a significant impact on their commitment and satisfaction. Research limitations/implications: The study is limited by the use of only one research tool, which was a survey, and the focus on a sample limited to 303 respondents. Further research could take into account a broader international context and more diverse research methods, such as in-depth interviews or qualitative analysis. Practical implications: The study results provide practical advice for organizations that want to increase their attractiveness as employers. It is recommended to implement flexible solutions, support a culture of openness and use modern technologies in team management. Social implications: Building strong employer branding in agile organizations contributes to improving the quality of the work environment, supports employee development and increases their integration with the values of the organization. Activities in this area can also positively influence sustainable social development by creating more responsible and inclusive workplaces. Originality/value: The article provides an original perspective on employer branding in the context of agile organizations, integrating theoretical perspectives with empirical research results. It is a significant contribution to the development of knowledge on building employer branding in a dynamic business environment.

7

Diagnosis of the application of renewable energy sources in agile organizations – analysis of own research

Kwasek Artur, Kocot Maria, Trzaskowska-Dmoch Adrianna, Salwin Mariusz

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2025

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z. 222

419--434

EN

Purpose: The aim of the article is to present a balance of benefits and risks related to the use of renewable energy sources in agile organizations and to identify dominant social attitudes towards such solutions. The analysis is set in the context of the growing importance of sustainable development and energy transformation. Design/methodology/approach: A quantitative method was used, based on a survey conducted among 820 respondents in January-February 2025. The data was subjected to multivariate correspondence analysis (MCA), which allowed for visualization of relationships between responses and extraction of patterns of assessments. Findings: Respondents mostly positively assess the impact of renewable energy sources on the environment, climate, job market and energy independence, while expressing moderate concerns about costs and uncertainty about potential side effects. MCA analysis revealed a convergence of positive attitudes and a dispersion of critical assessments. Research limitations/implications: The study was cross-sectional and relied on declarative opinions of respondents, which limits the ability to capture changes in attitudes over time. The industry and geographic specificity of the organizations surveyed was also not taken into account. Practical implications: The study was cross-sectional and based on respondents' declarative opinions, which limits the ability to capture changes in attitudes over time. The industry and geographical specificity of the organizations studied was also not taken into account. Social implications: The article highlights the importance of social acceptance for the development of renewable energy sources and the need to support energy transformation through dialogue, education and transparency. Originality/value: The study brings new value by combining the perspective of organizational agility with the issue of renewable energy sources, pointing out their potential synergy and impact on the sustainable development strategy.

8

Determinants of the use of renewable energy sources in agile organizations

Kocot Maria, Kocot Damian, Soboń Janusz, Kwasek Artur

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2024

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z. 203

127--143

EN

Purpose: The purpose of this paper is to identify and analyze the key determinants that influence the decisions of agile organizations to implement renewable energy sources. The study aims to understand which socio-economic and technological factors have the greatest impact on these decisions. Design/methodology/approach: The research was based on quantitative analysis conducted through a survey among representatives of agile organizations. The collected data was then subjected to statistical analysis, including the calculation of the Gini coefficient to assess the concentration of respondents' preferences. Findings: Research has shown that the development of new technologies and job creation are the most important determinants influencing decisions regarding the implementation of renewable energy sources. The results suggest that agile organizations give equal weight to different factors, which indicates a balanced approach to the energy transition. Research limitations/implications: The limitations of the research are the subjective nature of respondents' answers and the limited representativeness of the sample, which may affect the generalization of the results. In addition, dynamically changing technologies and regulations may affect the validity of the results in the future. Practical implications: The research results suggest that agile organizations should develop strategies that balance multiple determinants when implementing renewable energy sources. Investments in modern technologies and job creation can contribute to improved operational efficiency and market competitiveness. Social implications: The implementation of renewable energy sources supports sustainable development and contributes to environmental protection, which is gaining increasing public support. Organizations that engage in such activities can build a positive image as socially and ecologically responsible. Originality/value: The article adds value through a comprehensive analysis of the determinants influencing the use of renewable energy sources in agile organizations, emphasizing the importance of a sustainable approach. The study provides new conclusions that can support further development of energy strategies in a dynamically changing business environment.

9

Attributes of an agile organization leader in the light of own research

Golińska-Pieszyńska Małgorzata, Kocot Maria, Kwasek Artur

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2024

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z. 198

197--211

EN

Purpose: The purpose of this article is to identify and analyze the key attributes of leaders of agile organizations and to examine the extent to which these characteristics affect management effectiveness in a dynamic business environment. The survey aims to provide knowledge that can be used to develop the competencies of leaders in agile organizations. Design/methodology/approach: The research was conducted in 2023 on a sample of 632 respondents, including leaders and managers from various industries. A survey methodology was used in which respondents rated eight key characteristics of an agile organization leader on a five-point scale. Sociodemographic data of respondents, such as gender, place of residence, professional activity, and type and year of study, were included in the analysis to provide a broad cross-section of data. Findings: Research has shown that the most important attributes of leaders of agile organizations are: constantly looking for new ideas, taking advantage of opportunities, initiating new projects, creativity in action, speed in decision-making, willingness to take risks, quick adaptation to changing conditions, and extensive knowledge. The high correlation between these traits suggests that the presence of one trait favors the presence of others, confirming their interaction and importance for effective leadership. Research limitations/implications: Research was limited to a single group of respondents, which may not fully represent the leadership population of agile organizations. In addition, the self-assessment method may have affected the subjectivity of the results. The lack of additional verification methods, such as in-depth interviews, may have limited the full understanding of the attributes studied. Practical implications: The results of the research can be used to shape training programs and talent management strategies that promote the development of key leadership attributes of agile organizations. Organizations should focus on fostering creativity, quick decision-making, and a willingness to take risks. Social implications: Agile leadership has the potential to significantly impact an organization's effectiveness and their ability to adapt in a changing business environment, which can help to improve market competitiveness. Originality/value: The article provides new insight into the key attributes of leaders of agile organizations, highlighting their interconnectedness and importance for effective management. The research provides practical guidance for organizations seeking to increase their agility and competitiveness.

10

Wyzwania i znaczenie sektora naftowego dla gospodarki w XXI wieku

Zaraś-Leśniowska E.

Przegląd Górniczy

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2018

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T. 74, nr 5

48--57

PL

Globalizacja, szybki rozwój technologii, digitalizacja powodują, że przedsiębiorstwa sektora naftowego i gazowego muszą sprawnie reagować na zewnętrzne wyzwania oraz dostosowywać się do nich poprzez budowanie nowych modeli zarządczych. Wykorzystanie nowoczesnych technologii jest najskuteczniejszym narzędziem w zwiększaniu dostępu do zasobów ropy i gazu, jak również do bardziej efektywnego zarządzania przedsiębiorstwem. Z przedstawionych badań wynika, że zarówno ropa naftowa, jak i gaz będą jednym z głównych ogniw systemu energetycznego w najbliższych latach. Obecnie wkraczamy w okres wielkich zmian, a główne trendy społeczne, technologiczne i polityczne wpływają istotnie na otoczenie, w którym działają przedsiębiorstwa naftowe. Poza dostosowaniem organizacji do wyzwań technologicznych, nie można również zapomnieć o pracownikach, szczególnie o nowej grupie Milenium, którzy już niedługo będą mieć znaczący wpływ na rozwój sektora naftowego i gazowego.

EN

Globalization, rapid development of technologies and digitalization cause the need for the oil and gas sector’s companies to efficiently respond to external challenges and adapt to them through the development of new management models. The use of modern technologies is the most effective tool in increasing access to oil and gas resources as well as for more efficient business management. The presented research shows that both crude oil and gas will be one of the main links in the energy system in the coming years. Currently, we are entering a period of great changes, and the main social, technological and political trends have a significant impact on the environment in which oil companies operate. In addition to adapting the organization to technological challenges, one cannot forget about the employees, especially those of the new millennium group, who will soon have a significant impact on the development of the oil and gas sector.

11

Agile Organization as a concept of production adjustment in the face of the crisis

Tyszkiewicz R., Pawlak-Wolanin A.

Production Engineering Archives

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2017

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Vol. 15

19--22

EN

The concept of an Agile Organization is the part of the management concepts which aim at adjustment of the production to ever changing environmet. In today’s fast changing landscape, agility may prove to be the difference between success and failure for any business. An organization can be agile only and only if it is focused on business drivers and the factors that shape the business drivers. The aim of the article is to present the concept of an Agile Organization and to identify its basic assumptions for the production in the face of crisis.

12

Wybrane aspekty zwinności organizacyjnej

Skrzypek E.

Problemy Jakości

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2017

|

R. 49, nr 12

10--15

PL

W warunkach zmian bliższego i dalszego otoczenia wzrasta znaczenie elastyczności i zwinnego zarządzania. W tych warunkach konieczna jest umiejętność adaptacji, elastyczności, szybkiej reakcji, zdobywania umiejętności poprawy efektywności działania. Powinny być opracowane sposoby rozpoznawania i reagowania na pojawiające się na rynku szanse i zagrożenia. Agile to pewien rodzaj kultury, zwinność, która stwarza możliwości tworzenia czegoś nowego. To także szansa na minimalizowanie kosztów, zmianę wymagań, szybkie dostarczanie potencjalnie gotowych do użycia rozwiązań. Jest to nowy sposób pracy zgodny z wartościami zawartymi w Manifeście Agile. Celem artykułu jest wskazanie na potrzebę zwinności w zarządzaniu organizacją funkcjonującą w zmiennym otoczeniu. Metoda badawcza to krytyczna analiza literatury oraz wnioskowanie. Struktura artykułu obejmuje pokazanie istoty zwinności, zwinnego zarządzania w warunkach zmian i pojawiających się okazji, odniesienie się do zwinnego przedsiębiorstwa oraz zwinnego zarządzania jako szansy na sukces organizacji. Z przeprowadzonych analiz wynika, że w warunkach zmienności, niepewności oraz ryzyka, złożoności i różnorodności istnieje konieczność poszukiwania metod i narzędzi stwarzających szanse na przetrwanie na rynku i rozwój. Jednym ze sposobów na sukces rynkowy jest troska o elastyczność i zwinność organizacji, które wpływają na dynamikę zmian. Zwinność i elastyczność organizacyjna sprzyjają osiągnięciu sukcesu rynkowego, umożliwiają ponadto wzrost efektywności działania.

EN

In fast-changing internal and external business environment the importance of flexibility and agility in management has increased. Businesses need new methods to be developed to help them recognize and respond to emerging market opportunities and threats. Businesses discover the need to take advantage of adaptability, flexibility, quick responsiveness and the ability to improve their performance. Agille is a kind of culture, agility gives opportunity for creating a new business quality. It is also a chance to minimize costs, meet requirements and quickly deliver potentially ready-to-use solutions. This is a new way of working in line with the values of the Agile Manifesto. The purpose of this article is to stress the need for agility in managing organizations operating in a changing environment. Research methods used are critical analysis of management literature and inference. The contents include such notions as the philosophy of agility, agile management in embracing change and emerging opportunities, agile enterprise and finally agile management as opportunity for organizational success. Hitherto considerations clearly demonstrate that under conditions of volatility, uncertainty and risk, complexity and diversity, it is vital that organizations look for new methods and tools providing them with greater chances to survive in the market and develop. One of the ways to achieve market success is to develop flexibility and agility of organizations that influence the dynamics of organizational change. Agility and organizational flexibility are conducive to achieving market success, and they also allow for increased effectiveness.

13

Uwarunkowania i konsekwencje zwinnej organizacji

Skrzypek E.

Nowoczesne Systemy Zarządzania

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2017

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T. 12, nr 1

259--270

PL

Zwinne zarządzanie to sposób na efektywne funkcjonowanie w warunkach zmian otoczenia. Zwinność to zdolność do radzenia sobie ze zmiennością. Firma powinna poprawnie reagować na zmiany i nieprzewidziane okoliczności w oparciu o zwinne kompetencje. Turbulencje trudno jest prognozować, dlatego należy umieć wychwytywać słabe sygnały ostrzegawcze. Strategia zwinności znana jest jako agile manufacturing, agile enterprise i ma na celu rozwijanie sieciowej i wirtualnej organizacji. Organizację zwinną charakteryzuje zasobowa elastyczność, przewidywalność i umiejętność przystosowania się do zmian. W oparciu o studium literatury wskazano wybrane definicje zwinności, przedstawiono zwinną organizację i zwinne przedsiębiorstwo. Wskazano na istotę i znaczenie zwinnego zarządzania i zwinnej produkcji. Przedstawiono także wyniki badań nad zwinną organizacją.

EN

Agile management is a means of efficient operation in business environment of change. Businesses should be able to react to change and unforeseen circumstances thanks to their agile competence. Turbulent change is difficult to forecast hence the key competence of reading the warning signals. Agile strategy is embodied in agile production or agile manufacturing aiming to become networking, virtual organization. Agile organization is characterized by resources agility, foresight and adaptation to change. The article presents agile organization and enterprise according to literature of the subject. Research results on agile organization were presented.

14

Kryterium ryzyka w organizacji „zwinnej”

Wereda W., Woźniak J.

Nowoczesne Systemy Zarządzania

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2015

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T. 10, nr 1

61--87

PL

Organizacja „zwinna” traktowana jest jako jeden ze współczesnych podstawowych modeli kształtowania i doskonalenia organizacji. Fundamentem budowania „zwinnego” zarządzania w organizacji jest proces kreowania i dyfuzji wiedzy. Wiedza stanowi bowiem swoistą „dźwignię” rozwoju organizacji i źródło jej szeroko rozumianego potencjału. „Zwinność” organizacji wyrasta z procesów zarządzania wiedzą i przejawia się m.in. w adaptacyjności tej organizacji do endo i egzogenicznych zmian. Model „zwinnej” organizacji wymaga również uwzględniania kryterium ryzyka. W organizacjach „zwinnych” ryzyko traktuje się przede wszystkim jako źródło szans dla organizacji, a nie zagrożeń. Artykuł ma charakter teoretyczno-empiryczny, a jego celem jest umiejscowienie kryterium ryzyka w modelu organizacji „zwinnej”, jak również określenie roli i znaczenia tego kryterium w kształtowaniu jej rozwoju. Przykładem organizacji „zwinnej”, w rozwoju której kryterium ryzyka odgrywa znaczącą rolę, jest firma McDonald’s. Działając w skali globalnej i stosując strategię dywersyfikacji poziomej, odnotowuje ona szereg zróżnicowanych czynników, jakie determinują jej funkcjonowanie. Można przyjąć nawet, że McDonald’s działa w swoistej „sieci” czynników ryzyka (tj. czynników szans/korzyści i czynników zagrożeń/strat). Firma ta wykorzystuje kryterium ryzyka do kreowania swojego potencjału, stosując m.in. zintegrowane podejście do zarządzania ryzykiem (bazujące na podejściu systemowym) oraz strategię ekspansji międzynarodowej, tj. uwzględniając zróżnicowanie poszczególnych rynków (a więc i czynników ryzyka) i dostosowując się do ich potrzeb, wymagań i możliwości - co z kolei jest przejawem elastyczności i adaptacyjności.

EN

An “agile” organization is considered as one of the contemporary and basic models to shape and improve an organization. The basic foundation of building an “agile” management in an organization is the knowledge creation and the diffusion process. Knowledge is, in fact, a kind of “lever” of an organization’s development and a source of its widely understood potential. An organization’s “agility” grows from the knowledge management processes and can be identified e.g. in an adaptability of this organization to endo- and exogenous changes. The model of an “agile” organization also requires taking into account the risk criterion. In “agile” organizations the risk is treated there primarily as a source of opportunities, not threats. This is a theoretical and empirical article and its objective is to place the risk criterion in the “agile” organization model, as well as specify the role and importance of this criterion in shaping the development of an “agile” organization. An example of an “agile” organization, of which development is determined by the risk criterion, is McDonald’s Corporation. The company, operating on a global scale and implementing a horizontal diversification strategy, identifies a range of diversified factors that determine its operation. It can also be assumed that McDonald’s operates in a kind of “network” of the risk factors (i.e. the opportunities/benefits and threats/losses factors). The company uses the risk criterion for creating its potential, using e.g. an integrated approach to risk management, i.e. Enterprise Risk Management (based on a systemic approach), as well as an international expansion strategy, i.e. having regard to the diversity of different markets (as well of the risk factors), and thereby adapting to their needs, requirements and capabilities - which, in turn, is a manifestation of flexibility and adaptability.