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1

Rozwój zrównoważony i miejska resilience

Janik Marek

Builder

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2021

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R.25, nr 4

78--79

PL

Artykuł jest próbą zarysowania relacji pomiędzy dwoma kluczowymi dla współczesnego projektowania urbanistycznego pojęciami: zasadą zrównoważonego rozwoju i rezyliencji miejskiej. Jakkolwiek różnica pomiędzy nimi jest dość oczywista, to z racji ich „zbieżności ideowej”, a także nieostrości obu pojęć zdają się one nakładać na siebie, zwłaszcza przy próbach zastosowania w praktyce. To może prowadzić do skutków odwrotnych od zamierzonych. Aby tego uniknąć, konieczne jest zachowanie holistycznej perspektywy i wykorzystanie podejścia systemowego dla wprowadzania w miastach zmian zgodnych z istotą zrównoważonego rozwoju.

EN

This paper attempts to outline the relationship between two concepts that are key to contemporary urban design: the principle of sustainable development and urban resilience. Although the difference between them is quite obvious, due to their 'ideological convergence', as well as the vagueness of the two notions, they seem to overlap, especially when trying to apply them in practice, which may lead to counterproductive results. In order to avoid this, it is necessary to maintain a holistic perspective and use a systemic approach to introduce in cities changes that are in line with the essence of sustainable development.

2

Empirical study to identify the key business activities contributing to manufacturing business performance

Huang T. T., Stewart R. A., Chen L.

Journal of Achievements in Materials and Manufacturing Engineering

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2008

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Vol. 31, nr 2

747-755

EN

Purpose: Within the context of high global competitiveness, knowledge management (KM) has proven to be one of the major factors contributing to enhanced business outcomes. Furthermore, knowledge sharing (KS) is one of the most critical of all KM activities. From a manufacturing industry perspective, supply chain management (SCM) and product development process (PDP) activities, require a high proportion of company resources such as budget and manpower. Therefore, manufacturing companies are striving to strengthen SCM, PDP and KS activities in order to accelerate rates of manufacturing process improvement, ultimately resulting in higher levels of business performance (BP). A theoretical framework along with a number of hypotheses are proposed and empirically tested through correlation, factor and path analyses. Design/methodology/approach: A questionnaire survey was administered to a sample of electronic manufacturing companies operating in Taiwan to facilitate testing the proposed relationships. More than 170 respondents from 83 organisations responded to the survey. The study identified top management commitment and employee empowerment, supplier evaluation and selection, and design simplification and modular design as the key business activities that are strongly associated with the business performance. Findings: The empirical study supports that key manufacturing business activities (i.e., SCM, PDP, and KS) are positively associated with BP. The findings also revealed that some specific business activities such as SCMF1, PDPF2, and KSF1 have the strongest influencing power on particular business outcomes (i.e., BPF1 and BPF2) within the context of electronic manufacturing companies operating in Taiwan. Practical implications: The finding regarding the relationship between SCM and BP identified the essential role of supplier evaluation and selection in improving business competitiveness and long term performance. The process of forming knowledge in companies, such as creation, storage/retrieval, and transfer do not necessarily lead to enhanced business performance; only through effectively applying knowledge to the right person at the right time does. Originality/value: Based on this finding it is recommended that companies should involve suppliers in partnerships to continuously improve operations and enhance product design efforts, which would ultimately enhance business performance. Business performance depends more on an employee's ability to turn knowledge into effective action.

3

Biznes plan jako narzędzie zarządzania procesami rozwojowymi

Bućko J.

Problemy Eksploatacji

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2004

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nr 2

37-50

PL

W niniejszym artykule przedstawiono podstawowe funkcje i zasady tworzenia biznes planu przedsięwzięć rozwojowych. Podano przykładowe struktury opracowań planistycznych. Szczególną uwagę zwrócono na główne zagadnienia planowania finansowego i oceny ekonomicznej efektywności projektów.

EN

In this paper essential functions and rules of creating business plan for development processes are presented. The examples of plans' structures are given and main problems of financial planning and evaluation of projects' economic efficiency are also described.