Openness is an expression of an enterprise’s ability to adapt to changing environment conditions and its ability to cooperate with different types of partners. A given company’s openness shows its readiness for the creation of dynamics of many business processes, including the creation of its competitive advantage. Due to the nature of today’s enterprises’ environment, mainly its “high velocity” & “complexity” attributes, openness of companies has to be multifaceted. Organization-customer relationships, called co-creation, are one of such facets. The capacity for effective co-creation gives a company the ability to gain a competitive advantage along with the chance for its permanent dynamization and sustainability. The main purpose of the paper is to present the framework and algorithm of co-creation as a method of reducing the complexity of the environment and dynamizing companies’ competitive advantages. A review of literature in the areas of open organization, open culture, partnership, co-creation, and competitive advantage provides a basis for understanding the process of co-creation. Collected data show that the activity of enterprises in this process is a key factor in the reduction of complexity of a company’s environment and an important stimulator of the dynamization of a company’s competitive advantage. The authors’ own CATI questionnaire survey research conducted in Poland showed the level of preparation Polish SMEs have to co-create.

The ability to introduce various concepts and business models is nowadays a prerequisite of creating a competitive advantage. This is to a large extent closely linked to the ability of enterprises to create, implement and disseminate a variety of innovative solutions. Today the use of open innovation is a necessity. This applies not only to large organisations, but also to small and medium-sized enterprises. In order to implement open innovation, small and medium-sized enterprises need to effectively manage their own growth through the preparation of appropriate strategies and the development of a model that encompasses all changes, taking into account a number of factors related to the growth dynamics of this sector. It is understood that an appropriate organisational culture plays an important role in the implementation of innovation in the sector of small and medium-sized enterprises. There are many indications that a cultural mismatch and misunderstanding are the main reasons for major problems related to the low level of implementation of innovation by small and medium-sized enterprises. The aim of the paper is to outline the issue of the impact of organisational culture on the development of the concept of open innovation in the sector of small and medium-sized enterprises.

One of the biggest challenges of a modern enterprise is finding a balance between achieving environmental goals and being competitive in the era of Industry 4.0 requirements. The digital revolution is forcing companies to overcome various challenges that contribute to reducing energy consumption. Micro and small enterprises carry out activities in the field of energy efficiency by implementing measures to save energy and reduce total energy consumption. However, these activities are limited by many barriers to resources, which means that these activities are much smaller than those in large companies. The purpose of this study was to assess the performance of micro and small enterprises following environmental objectives in improving energy efficiency. The research study, based on a structured and standardized survey questionnaire, was conducted with the use of the CATI technique between April and May 2022 among the owners of micro and small enterprises operating in Poland. The study showed that: (a) the activities of Polish micro- and small-sized companies were aimed at improving energy efficiency through the implementation of environmental objectives; (b) the operation of enterprises in accordance with contemporary environmental requirements improved energy efficiency; and (c) Polish micro- and small-scale enterprises took actions in compliance with environmental requirements.

The energy transition is one of humanity’s most significant challenges. All micro, small, medium, and large enterprises will have to face it, and some are already making progress. This paper focuses on the involvement of the smallest actors in the energy transition. Micro and small enterprises comprise the largest part of the economy and significantly impact its development. Concerning the broad scope of their activities, these entities are characterized by a specific owner–manager relationship. This means that the final decision is influenced by business objectives, the manager’s approach, their awareness of change, and personal and other factors. Based on the analysis of data from 400 companies, it was found that the involvement of micro and small enterprises in the energy transition is related to their market and financial success.

Objective: The purpose of the article is to answer the following questions: What are the problems faced by university managers responsible for managing multigenerational work teams? Is it possible, and if so, what are good practices in integrating the potential of multigenerational teams of employees? What is the overall assessment of multigenerational teams – do university executives see them as an opportunity or a burden? Research Design & Methods: Qualitative research in the form of a case study was carried out. This method included seven individual interviews with executives at the Faculty of Organization and Management at Lodz University of Technology. Findings: Executives at the selected university identify various types of problems in managing multigenerational teams, while recognising opportunities to integrate the potential inherent in age-diverse teams. Respondents are mostly positive about intergenerational teams, but they also note some difficulties for managers related to having a multigenerational team. Implications / Recommendations: The role of people responsible for leading multigenerational teams is becoming increasingly demanding. Striving to achieve equal involvement of representatives of all generations in the work is one of the most difficult challenges faced by university managers today. The effort, however, is worth making, as any diversity can positively influence the team and foster improvements in knowledge management. Contribution: The article adds to the characterisation of each generation of employees with aspects from a knowledge management perspective.