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Dynamism, hostility and complexity of the organisation's environment. Empirical verification of the construct

Kwiotkowska A.

Organizacja i Zarządzanie : kwartalnik naukowy

2018

nr 3

69--80

There is no set of constructs or measurement tools in the subject literature that would be widely accepted. In this paper three dimensions of the organisation’s environment namely dynamism, hostility, and complexity, were reviewed. These dimensions are common to most environment research but, especially on the native background, only a few researchers have attempted to synthesize these dimensions in the one research approach. The aim of the paper is synthesis of three dimensions of the organisation’s environment and an empirical verification of whether the existing business practice dimensions of the organisation’s environment correspond to the dimensions laid down and proposed on the theoretical level. In the paper, three dimensions of the organisation’s environment - dynamism, hostility, and complexity were characterised, a research tool developed for measuring them was presented. The approach uses data from a sample of fifty-three new technology-based firms in Poland. Factor analysis was used to explore the viability of these environmental dimensions. The results of the conducted research indicate that the organisation’s environment is a multidimensional construct and could be described by dynamism, hostility and complexity.

Knowledge management; limitations and possibilities

Stankiewicz J.

Management

2002

Vol. 6, no 1

17-27

The article presents the meaning of knowledge for organisations operating in the more and more complex environment. Attention has been drawn to different limitations but also to possibilities of effective knowledge management. Among a number of possibilities the article emphasises the redefinition of the roles of the basic subjects creating knowledge in the organisation

W artykule ukazano znaczenie wiedzy dla organizacji funkcjonujących w coraz bardziej złożonym otoczeniu. Zwrócono uwagę na różne ograniczenia ale także i na możliwości skutecznego zarządzania wiedzą. Wśród wielu możliwości wskazano również na redefinicję ról podstawowych podmiotów tworzących wiedzę w organizacji.