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The model of cohesive management capability - a theoretical framework

Zgrzywa-Ziemak Anna, Zimmer Joanna, Hopej Marian

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2022

z. 155

609--622

Purpose: The benefits of workforce diversity and diversity management are widely discussed. However, meta-analyses of empirical studies on the relationship between workforce diversity and organisational performance show that it is either very weak or non-existent. This discrepancy between theoretical expectations and empirical results, coupled with the increasing diversity of the workforce in business practice, has stimulated work on a particular type of management to benefit from differences among organisational members, i.e. cohesive management. The purpose of this paper is to propose a model of the organisational cohesive management capacity (CMC). Design/methodology/approach: The general concept of cohesive management was based on the results of analyses of management activities carried out in top European football clubs – organisations characterised by a high diversity of the workforce and, at the same time, essentially free of discriminatory biases. Extensive literature research was conducted to define and operationalise the dimensions of CMC in relation to business. Findings: The hypothetical model of the organisation’s CMC was developed. It is shaped by four dimensions: game for talent, sense of unity of purpose, shared identity, and transparency of operations. Research limitations/implications: Research limitations/implications: A limitation of this study is the lack of empirical verification of the hypothesised CMC model. Originality/value: The value of the article is to adapt the management practices inherent in top football clubs to businesses. It defines the dimensions of CMC in business organisations by grounding them in management science theory. The developed concept seems to be of particular relevance to industries strongly dependent on highly qualified employees, high technology industries. The developed model provides a complete and coherent basis for undertaking empirical research.

Open innovation in the context of organisational strategy

Walecka-Jankowska Katarzyna, Zimmer Joanna

Engineering Management in Production and Services

2019

Vol. 11, no. 3

86--95

The paper aims to analyse the relationship between different types of corporate strategy and open innovation in the contexts of the age, size and the operational range of enterprises. The research targeted companies in Poland that were surveyed from January to April, using traditional and electronic forms of a questionnaire. The questionnaire was developed based on a 5-point Likert scale. The level of “openness” of innovation processes in an enterprise was determined according to a 3-point scale, namely, a closed innovator, a hybrid or semi-open innovator, and an open innovator. The strategy implemented by an enterprise was classed into main three types used to achieve a competitive advantage, i.e. cost leadership, differentiation or diversification. There is a strong correlation between open innovations, the cost leadership strategy and the differentiation strategy (negative correlation). The relationship between the age, size and the range of a company and the opening of innovative processes was also observed. The research aims to fill the knowledge gap existing in the literature regarding the links between a particular type of strategy and the opening of innovation processes.