Wyniki wyszukiwania - Biblioteka Nauki

1

Business Models of Polish Enterprises During the Economic Crisis

100%

Gregorczyk S.

|

2014

|

tom 18(4)

63-79

EN

Well‑structured business models allow to ensure relatively sustainable competitive advantage. Effective business model can also be a key factor facilitating survival during the economic crisis. This article presents characteristics of business models of selected Polish enterprises during the 2008–2013 economic crisis and demonstrates areas of models which determine enterprise’s resilience to crisis.

2

Sposób budowy modeli biznesowych operatorów systemu dystrybucyjnego z uwzględnieniem kluczowych zagadnień problemowych

100%

Gajos I. , Lubicki T.

|

2006

|

tom nr 1

18-22

PL

Zaproponowany w artykule sposób budowy modeli biznesowych OSD oparty na koncepcji kluczowych obszarów i zagadnień problemowych umożliwia opracowanie uniwersalnego modelu biznesowego OSD, co do ogólnej struktury i sposobu prowadzenia działalności. Uniwersalność tego modelu polega na tym, że uwzględnia on specyfikę każdego ze zintegrowanych pionowo przedsiębiorstw energetycznych oraz wymagań prawnych wydzielenia OSD, bez konieczności dokonywania zmian w rozwiązaniu docelowym.

EN

A way of construction of business models for distribution system operators (DSO) proposed in the paper and based on a conception of key areas and problems enables to elaborate an universal business model for DSO, as it concerns the general structure and way of activity. A versatility of this model consists in taking into account a specificity of each of vertically integrated power companies and legal requirements for establishing the DSO without a necessity of changes in final solution.

3

Ewolucja funkcjonowania i zadań działów HR. Nowe wyzwania dla dyrektorów HR

80%

Woźniakowski A.

Zarządzanie Zasobami Ludzkimi

|

2012

|

nr 2(85)

137-152

EN

This article presents various ways of looking at the future of the role of the HR department in companies as well as the transformation of HR departments as a result of efforts at adjusting action and structure methods to current and future business challenges. To a great extent, assessment of these departments shall be a derivative of the understanding of the challenges they face. The author presents opinions based on both analysis of topical literature and on experience as well as observations gathered in consulting work for Polish companies over the years 1996–2010 (projects implemented within the framework of the operations of major consulting companies, including Ernst & Young, Capgemini, and the Hay Group).

4

Ujęcie zasobowe tworzenia wartości w modelu biznesowym

80%

Bagrij J.

Nauki o Zarządzaniu

|

2015

|

nr 3 (24)

9-19

XX

Business models from the 90s are used to transform the idea of entrepreneur in the value creation process. This paper presents a proposal to modify the concept of the business model according to A. Osterwalder and Y. Pigneur. It pointed out the need to pay attention to intangible assets while defining elements of the business model. Attention was also drawn to the appropriate integration of intangible and tangible assets, because the interaction of all elements of the business model can achieve synergistic effects that manifest themselves in gaining competitive advantage.

5

Business Models of Rail Freight Service Operators and Their Value for Clients Creation

80%

Antonowicz M.

Logistics and Transport

|

2016

|

tom 30

57-66

EN

The author of this paper discusses business models of rail freight service firms on the background of the branch changes which result from the stock exchange listing of the biggest Polish company representing this branch. Situational background, as well as the outline of a few business model theories, serve to present developmental trends and plausible business models which aim at the value creation for the client of rail transport businesses.

6

BUSINESS MODELS AND SOCIAL MEDIA IN THE ELECTRONIC ECONOMY

80%

Polańska K.

Information Systems in Management

|

2012

|

tom 1

|

nr 3

223-232

EN

This paper presents common classifications of business models on the Internet. It also discusses the author’s own typology of corporate presence in the social media. A new trend in social networks is to build communities around thematic portals. Examples of such solutions include group buying and crowdfunding. It has been pointed out that the existing legislation lags behind the dynamic growth of crowd funding in Poland.

7

Związki modeli biznesu oraz doskonałości

80%

Szczepańska K.

|

2012

|

tom R. 44, nr 10

15-20

EN

This aims of article is to identify common elements of business and excellence models and to answer the question to what extent toda/s business models take into account the principles of excellence. This article presents an overview of the definition of business models and their elements, proposed also the structure of the business model, taking into account its determinants. Based on a comparison of business and excellence models it was found that: (l) business models in part take due account principles of excellence, (2) the parameters of the business model correspond to the elements of excellence models except the criterion of leadership, (3) models of excellence to a different extent and degree coincide with the determinants of business model. This justifies changes in models of excellence.

8

Model informacji strategicznej w obsłudze procesów biznesowych przemysłu turystycznego

80%

Kubiak B. F.

Informatyka Ekonomiczna

|

2014

|

nr 2(32)

116-132

EN

This paper discusses the development of tourist information systems allowing direct access to ordering the implementation of tourist services and information service for tourists. Pointed out the need for constant redesign processes in tourist organizations (TO), assisted by the business model, implemented by using the latest information and communication technologies (via Cloud Computing) and Web-based multimedia services and tourist portals and GDS (Global Distribution Systems). Feature also close relationship e-market development and e-commerce from direct access to information, products and tourism services thanks to the integration of local, regional, national and global distribution systems.

9

Dynamika modeli biznesu

80%

Sus A.

Nauki o Zarządzaniu

|

2014

|

nr 1(18)

90-99

EN

The article focuses on approximating internal factors of the modern organizations success. Accordingly, the attention has been focused on identifying the key points of concentrating on business models, distinguishing features and their dynamic imperatives as well as the tools which implementation may be helpful in the application of effective business models. The key finding of the considerations is the fact that modern organizations more frequently use solutions in the scope of heuristic methods and techniques for solving problems, including the complications associated with business models functioning.

10

Enabling Business Model Change: Evidence from High-Technology Firms

70%

Müller C. , Vorbach S.

Journal of Entrepreneurship, Management and Innovation

|

2015

|

tom 11

|

nr 1

53-75

EN

Companies today face volatile environments, short product life cycles, and changing customer requirements, which is especially the case in high-technology fields. In such environments, concentrating only on technological and product innovations is not sufficient to gain competitive advantages. Instead, companies need innovative business models in order to stand out from their competitors. To successfully change business models, companies require appropriate competencies. Thus, the objective of this research is to identify how companies can prepare their business model(s) to counteract environmental changes flexibly. With the aid of the chosen exploratory, qualitative research design, we investigate companies operating in hightechnology branches. In total, 20 companies participated in our study. The interviews were conducted with CEOs, vice-presidents, product managers or other managers responsible for business model developments. The research revealed that companies can prepare the business model and its elements ex ante through developing capabilities in order to raise the flexibility of the business model. These capabilities have to be developed with regard to several internal and external issues driving these changes.

11

Do All Roads Lead to Rome? The Effect of the Decision-Making Logic on Business Model Change

70%

Torkkeli L. , Salojärvi H. , Sainio L.-M. , Saarenketo S.

Journal of Entrepreneurship, Management and Innovation

|

2015

|

tom 11

|

nr 3

5-24

EN

Business models and business model change have drawn increasing attention from both researchers and practitioners across various disciplines, including the domain of entrepreneurship. However, even though the importance of business model innovation as a driver of firm performance has been widely acknowledged, empirical studies explaining the business model change remain limited. This study contributes to prior research by examining the effects of effectual and causation-based decisionmaking logics on the degree of business model change in the context of small and medium-sized enterprises in Finland. The findings of hierarchical regression analysis show that both causation and effectuation-based logics have positive effects on business model change, thereby highlighting the need for both strategizing and seizing of opportunities in business model development.

12

Business Model Adaptation and the Success of New Ventures

70%

Balboni B. , Bartoluzzi G.

Journal of Entrepreneurship, Management and Innovation

|

2015

|

tom 11

|

nr 1

119-140

EN

In this study, we explore the connections between business model adaptation and the success of new ventures. We do so by analysing in depth the business model evolution of three new Italian ventures throughout their first years of life. We try to understand if and how the evolution of these firms’ business models is connected to their success. Our analysis reveals that adapting their business models was crucial to enabling these firms to survive in extremely dynamic environments. However, it did not fully act as a catalyst for their processes of growth and did not increase their profitability.

13

Model biznesu jako narzędzie planowania i opisu projektu na przykładzie Electrolux Poland Sp. z o.o.

70%

Drzewiecki J. , Równicka A.

Nauki o Zarządzaniu

|

2015

|

nr 3 (24)

69-79

EN

The aim of the article is to present the concept of business model (based on A. Osterwalder’s business model framework) as an outsourcing project planning and description tool in Electrolux Poland Ltd. The article opens with a synthetic overview of the business model proposed by A. Osterwalder as well as justification for the selection of this particular concept as a tool for project planning and description. Next, the company`s outsourcing projects are briefly presented. The paper closes the description of the business model as a tool of the project management in Electrolux Poland Ltd. The case shows the potential of this Business Model Canvas in the management of not only the company as a whole (level of ownership and board of directors), but also project management within the organization. It proves that the concept can be very useful in particular in the planning stage of the project; it also serves more precise (more understandable, coherent) project description.

14

Konceptualizacja i operacjonalizacja modeli biznesu klubów piłkarskich

60%

Jabłoński A. , Jabłoński R.

Ekonomika i Organizacja Przedsiębiorstwa

|

2017

|

nr 2 (805)

77-86

PL

Celem artykułu jest przedstawienie zasad konceptualizacji i operacjonalizacji modeli biznesu klubów piłkarskich, z szczególnym uwypukleniem propozycji kanwy modelu biznesu klubów piłkarskich oraz zbioru kroków niezbędnych do jego właściwego wdrożenia. Jednocześnie autorzy artykułu stawiają tezę, iż niezbędnym czynnikiem osiągania wysokiej efektywności klubów sportowych jest skonstruowanie kanwy modelu biznesu klubów piłkarskich złożonej z kilku warstw logicznie ze sobą powiązanych. Są to: warstwa zasobowa: podwarstwa wewnętrzna, podwarstwa aktorów sieci piłkarskiej/interesariuszy, warstwa wynikowa: podwarstwa efektywności i podwarstwa współpracy zewnętrznej/wymiany.

EN

The aim of the article is demonstrate the conceptualization and operationalization of the business models in football clubs, with a particular emphasis on proposals canvas business model of football clubs and a set of steps for its implementation. At the same time the authors of the article put the thesis that an essential factor in achieving high performance sports clubs is to construct a business model canvas of football clubs consisting of several layers of logically interrelated. These are: a layer of resources: sublayer internal, sublayer actors of networks football / stakeholders, the performance layer: sublayer sublayer efficiency and external cooperation.

15

Model biznesu a zawartość obecnego sprawozdania finansowego i sprawozdania z działalności

60%

Karwowski M.

Zeszyty Teoretyczne Rachunkowości

|

2016

|

nr 90(146)

135-155

PL

Celem badań zaprezentowanych w artykule jest ocena wykorzystania modelu biznesu w ramach obecnego sprawozdania finansowego i sprawozdania z działalności na przykła- dzie wybranych przedsiębiorstw sektora paliwowego. Do realizacji tego celu wykorzysta- no przegląd systematyczny, krytyczną analizę przepisów prawa i metodę analizy treści. Stwierdzono, że wykorzystanie pojęcia modelu biznesu jest niewielkie, w przeciwieństwie do strategii, która jest zbliżonym pojęciem, co potwierdza, że wpływ modelu biznesu na rachunkowość jest wciąż stosunkowo nowym obszarem badawczym.

EN

The purpose of the research underlying this article is to assess the use of the business model in current financial statements and management commentary, based on selected companies in the fuel sector. For this purpose, a systematic review of financial statements was conducted, as well as a critical analysis of legal acts and a content analysis. It was found that the use of the business model is limited, in contrast to the strategy, which is a similar concept, thus confirming that the influence of the business model on accounting is still a relatively new research area.

16

Informacyjne zasilanie modelu biznesowego podmiotu leczniczego

60%

Baran W.

Ekonomika i Organizacja Przedsiębiorstwa

|

2017

|

nr 5 (808)

27-36

PL

W artykule zaprezentowano istotę zasilania informacyjnego modelu biznesowego podmiotu leczniczego. Za źródło informacji zarządczej przyjęto system rachunkowości zarządczej. W jego projektowaniu wskazano na strukturę zarządczą właściwą systemowi rachunkowości odpowiedzialności. Dla efektywności funkcjonowania systemu, w tym wsparcia informacyjnego niezbędnego do realizacji założeń modelu biznesowego, zaproponowano wykorzystanie wybranych narzędzi rachunkowości zarządczej.

EN

The article presents the essence of informative supply of the medical entity business model. The Management Information System was accepted as the management accounting data source. Its design indicated management structure related to responsibility accounting. For the operational effectiveness of the system, including the information support required to implement the business model assumptions, application of selected management accounting tools was proposed.

17

Model biznesu - koncepcja teoretyczna i zastosowanie

60%

Brzóska J.

|

2010

|

tom z. 53

23-34

PL

Dynamika otoczenia oraz postępujące procesy konsolidacji i globalizacji wywołują konieczność korygowania, a często głębokiej przebudowy modelu biznesowego. W artykule skoncentrowano się na analizowaniu zmian modeli biznesowych, jakie dokonały się przez restrukturyzację opartą na konsolidacji. Przedstawiono charakterystykę modelu biznesowego traktując go jako połączenie koncepcji przewagi konkurencyjnej ze zbiorem działań i zasobów niezbędnych do jej realizacji. W części empirycznej poddano analizie modele biznesowe przedsiębiorstwa, prezentując w sposób syntetyczny studium przypadku zmiany modelu biznesowego energetycznej grupy kapitałowej.

EN

Environment dynamics, progressing globalization and consolidation processes procure the need to alter, or even altogether reassemble the company business model. The paper focuses on analysing changes of the business models that took place through the restructuring based on consolidation. Characteristics of the business model treating as a connection of the competitive advantage concept with a set of operations and resources necessary to its realization is presented. In the empirical part of this article, the main business models of company have been analyzed, presents, in the synthetic way, the business model change case study of energy holding.

18

Freemium Business Models as the Foundation for Growing an e-business Venture: a Multiple Case Study of Industry Leaders

60%

Günzel-Jensen F. , Holm A. B.

Journal of Entrepreneurship, Management and Innovation

|

2015

|

tom 11

|

nr 1

77-101

EN

In e-business freemium business models have become legitimate. However, current research provides little insight on how the free and premium offering should be employed to lead to growth and success in the long run. The presented research aims to fill this gap by investigating how the property ‘free’ was employed in young entrepreneurial ventures’ business models in the initial life-cycle stages – opportunity recognition, market entry, and market exploitation. We find that various forms of freemium business models are employed through the initial life-cycle stages of a new venture for reasons of trial-and-error, learning, exploration, legitimization and resource acquisition. A freemium business model can also serve as a nascent business model, though without a sustainable monetization component, for finding a sustainable business model through a series of dynamic adjustments. With our findings we contribute to the business model literature in three ways: First, our empirical findings show the many-sidedness of the component ‘free’ in freemium business models. Free users are of importance for network building, exploration and exploitation and growth over time. Moreover, free users enable directly and indirectly further resource acquisition. Second, while previous literature has taken a static perspective, we contribute by illustrating the dynamic process of strategic business model design for growth. Finally, we introduce the concept of the nascent business model which is new to the literature.

19

Scientific foundation aspects of business models theory

60%

Sierotowicz T. , Sierotowicz T.

Zagadnienia Naukoznawstwa

|

2017

|

tom 53

|

nr 3(213)

309-322

EN

During the last two decades, the literature in management studies has shown a signifi cant increase in interest in the theory of business models, and there has been wide-ranging discussion about the definitions of those models. These studies and discussions have provoked questions about the scientifi c nature of business models. The question is analysed here by using the methodology of the Scientific Research Tradition (ScRT) proposed by Larry Laudan. The result confirmed that the theory of business models that is created and defined based on management sciences falls under the scope of ScRT.

PL

W ostatnich dwóch dekadach odnotowano w literaturze dotyczącej zarządzania znaczący wzrost zainteresowania teorią modeli biznesowych, jak również szeroko zakrojonej dyskusji na temat definicji modelu biznesowego. Te badania i dyskusje budziły wątpliwości dotyczące naukowego charakteru modeli biznesowych. Kwestia naukowych podstaw modeli biznesowych została w tym artykule poddana analizie i ocenie, z wykorzystaniem Metodologii Tradycji Badań Naukowych (MTBN) zaproponowanej przez Larrego Laudana. Uzyskany tą drogą rezultat potwierdził, że teoria modeli biznesowych, która jest tworzona w oparciu o fundamenty naukowe zarządzania mieści się w zakresie MTBN.

20

Niespójność modelu biznesu symptomem kryzysu firmy

60%

Falencikowski T.

Roczniki Naukowe Wyższej Szkoły Bankowej w Toruniu

|

2012

|

nr 11

161-179

EN

This article aims at searching for the answer to the question: can the coher-ence of the business model be of use in the early warning of the upcoming crisis? In order to achieve this objective, the definition and the concept of the business model were formulated, as well as its structure was depicted. It was indicated as necessary to measure the external, internal and overall correlation of the business model, and the reference point should be the coherence optimum of business models. If a coherence measure indicates the deviation from the adopt-ed business model optimum, it can be interpreted as the occurrence of incoherence, which is a symptom of the crisis.