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Prof. Adam Jabłoński
WSB University in Poznan

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0 business model
0 sharing economy
0 Management and Strategy

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Short Biography

Associate Professor Adam Jabłoński, PhD. Vice President of the Management Board of OTTIMA plus Sp. z o.o. based in Katowice. President of the Management Board of the Southern Railway Cluster. University lecturer, director of the Institute of Management and Quality Sciences at WSB University in Poznań. Graduate of the Railway Technical Secondary School in Sosnowiec, specializing in Automation of Railway Traffic Control. Graduate of the Silesian University of Technology, Faculty of Transport, specializing in Traffic Engineering. Postdoctoral degree in Economic Sciences in the field of Management Science. Author of many innovative solutions for business and industry, as well as numerous monographs, publications, articles and scientific concepts published in Poland and internationally. Speaker at numerous scientific and industry conferences and congresses. Initiator of numerous scientific and business ventures.

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Journal article
Published: 04 August 2021 in Energies
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The aim of the article is to present key mechanisms for shaping the safety culture of high reliability organizations through digital transformation, which is now a key challenge for the entire global economy. It is particularly important in processes conducted by so-called high reliability organizations. From this cognitive perspective, it is important to define the place and role of digital transformation in shaping the safety culture of high reliability organizations. The comparison of the issues of the safety culture and digital transformation of high reliability organizations seems to be an important cognitive aspect resulting from technological progress in the area of the digital economy. The socio-technological system in which high reliability organizations exist is organized in such a way that all technical, operational and organizational aspects, including the participation of many entities involved in the operation of this complex system, are coherent. This coherence can be influenced by the digital transformation solutions that are implemented and used. The article used the analytic hierarchy process (AHP) and Vester methods, which were used for research by railway undertakings operating on the Polish railway market, to solve the scientific problem. A ranking of specific issues responsible for building safety culture and the identification of factors that are important for the effectiveness of the process of shaping the expected safety culture was created.

ACS Style

Marek Jabłoński; Adam Jabłoński. Shaping the Safety Culture of High Reliability Organizations through Digital Transformation. Energies 2021, 14, 4721 .

AMA Style

Marek Jabłoński, Adam Jabłoński. Shaping the Safety Culture of High Reliability Organizations through Digital Transformation. Energies. 2021; 14 (16):4721.

Chicago/Turabian Style

Marek Jabłoński; Adam Jabłoński. 2021. "Shaping the Safety Culture of High Reliability Organizations through Digital Transformation." Energies 14, no. 16: 4721.

Journal article
Published: 05 December 2020 in Energies
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The digital transformation of business models is a process which helps traditional business solutions reach new functionalities through innovative technologies. Digital transformation is now crucial to the development of the rail transport sector. The main rail market entities are railway undertakings, infrastructure managers, entities in charge of maintenance, or certification bodies. Digitalization creates new opportunities to shape the business ecosystem in the rail transport sector. The aim of the research is to identify and indicate key social perspectives related to the development of digital business models functioning in railway enterprises. Technological aspects and relational determinants related to the strong mutual cooperation required between railway undertakings and infrastructure managers have particular significance in this context. In this approach, the digitalization of processes is important. The approach also reveals a significant process of business model socialization, which is conceptualized and operationalized through the evolution of social factors based on digital transformation.

ACS Style

Adam Jabłoński; Marek Jabłoński. Social Perspectives in Digital Business Models of Railway Enterprises. Energies 2020, 13, 6445 .

AMA Style

Adam Jabłoński, Marek Jabłoński. Social Perspectives in Digital Business Models of Railway Enterprises. Energies. 2020; 13 (23):6445.

Chicago/Turabian Style

Adam Jabłoński; Marek Jabłoński. 2020. "Social Perspectives in Digital Business Models of Railway Enterprises." Energies 13, no. 23: 6445.

Journal article
Published: 17 April 2020 in International Journal of Environmental Research and Public Health
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Currently, trust is one of the key factors that ensures the acceptable mechanisms of economic and social relationships. It is not only an element of correct communication, but also a factor in inter-organizational bonds and a source of social dialogue. Trust has become a factor in the creation of value, as well as a key component of the conceptualization and operationalization of business models. It has revealed many problems at the strategic level, in the water sector in particular. From this perspective, trust is a major factor of strategies, models, and business processes which are currently being built. New types of business models that emerge have also started to include trust as part of their configuration. This is the case in the construction and implementation of social business models. A social business model can be understood as a business model whose factors that stimulate development include social aspects expressed in balancing economic, environmental, and social issues with the involvement of communities and their dynamic communication focused on the selected attributes of business models that stimulate growth and that are conducive to achieving success, expressed by economic and/or social profit. The satisfaction of stakeholders with such a solution is another condition for embedding this solution in the sphere of the social economy. In this approach, trust, which stimulates the growth of social and economic value in the component structure of the social business model, becomes particularly important. The aim of the paper is to present the place and role of trust as a key component of social business models. The scope of the paper includes research into public water sector industry companies located in the Province of Silesia and their social business models, with a focus on defining the position of trust among other attributes of these business models. The authors put forward a hypothesis that trust is a crucial component of the social business models of water supply companies that operate at the intersection of the market and social economy. Trust also helps companies from the water supply sector achieve both social and economic effects. It also becomes a source of reverse market polarization, where the value of a social business model materializes to create social and environmental effects without detriment to the economic effects.

ACS Style

Adam Jabłoński; Marek Jabłoński. Business Models in Water Supply Companies—Key Implications of Trust. International Journal of Environmental Research and Public Health 2020, 17, 2770 .

AMA Style

Adam Jabłoński, Marek Jabłoński. Business Models in Water Supply Companies—Key Implications of Trust. International Journal of Environmental Research and Public Health. 2020; 17 (8):2770.

Chicago/Turabian Style

Adam Jabłoński; Marek Jabłoński. 2020. "Business Models in Water Supply Companies—Key Implications of Trust." International Journal of Environmental Research and Public Health 17, no. 8: 2770.

Book chapter
Published: 01 January 2020 in Zarządzanie strategiczne w dobie cyfrowej gospodarki sieciowej
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ACS Style

Marek Jablonski; Adam Jablonski; Agnieszka Szpitter. Dynamika modeli biznesu przedsiębiorstw w gospodarce cyfrowej – perspektywa monetyzacji. Zarządzanie strategiczne w dobie cyfrowej gospodarki sieciowej 2020, 1 .

AMA Style

Marek Jablonski, Adam Jablonski, Agnieszka Szpitter. Dynamika modeli biznesu przedsiębiorstw w gospodarce cyfrowej – perspektywa monetyzacji. Zarządzanie strategiczne w dobie cyfrowej gospodarki sieciowej. 2020; ():1.

Chicago/Turabian Style

Marek Jablonski; Adam Jablonski; Agnieszka Szpitter. 2020. "Dynamika modeli biznesu przedsiębiorstw w gospodarce cyfrowej – perspektywa monetyzacji." Zarządzanie strategiczne w dobie cyfrowej gospodarki sieciowej , no. : 1.

Journal article
Published: 18 October 2019 in Sustainability
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The current principles of doing business differ radically from those that were applied a few years ago. Global economic crises have shown that business must have a more social character. This gave rise to the creation of management solutions that would guarantee the satisfaction of a wide range of corporate stakeholders. In this context, ideas based on social potential began to emerge. As a consequence, the concept of social business models was born, accompanied by an attempt to search for the best business models possible in order to build the appropriate configuration of their components. According to the authors, an attribute of trust may be such a component based on which effective social business models can be built. As water supply companies are social enterprises, they have become the object of scientific research in this case. The purpose of the article is to determine the position of trust in the construction and application of social business models of water supply companies. The scope of the article includes scientific research into water supply companies in the most industrial region of Poland, Upper Silesia, with the most extensive and dense water supply network in the country. In this article, the AHP (analytic hierarchy process) method was used to conduct research. The aim of the analysis was focusing on the issue of trust as a key factor in shaping the social business model of the company. In the questionnaires, respondents were asked to answer questions on the following issues: trust-based organizational behavior at the company; trust-based social capital at the company; trust-based relationships at the company; trust-based processes and activities at the company; trust-based risk at the company; and the trust-based business model at the company. The adopted logic of the scientific argument conducted indicates that trust and its place and role in the social business model of a water supply company have a significant impact on the social and economic performance of the water supply company, and as a consequence, on increased social responsibility towards stakeholders as well. Trust even stabilizes the organization and its business model; it is also a value catalyst and neutralizes the potentially negative impact of the organization on other entities gathered around it. Trust as a stabilizer can also affect the consistency and scalability of the social business model of a water supply company.

ACS Style

Adam Jabłoński. Trust as a Key Factor in Shaping the Social Business Model of Water Supply Companies. Sustainability 2019, 11, 5805 .

AMA Style

Adam Jabłoński. Trust as a Key Factor in Shaping the Social Business Model of Water Supply Companies. Sustainability. 2019; 11 (20):5805.

Chicago/Turabian Style

Adam Jabłoński. 2019. "Trust as a Key Factor in Shaping the Social Business Model of Water Supply Companies." Sustainability 11, no. 20: 5805.

Journal article
Published: 31 July 2019 in Przegląd Organizacji
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Dynamika zmian występujących w obecnych czasach otwiera nowe przestrzenie prowadzenia biznesu szczególne w wymiarze gospodarki cyfrowej. To ona kształtuje szczególnie nowe sposoby gry rynkowej, gdzie modele biznesu cyfrowego generują nowe wartości dla użytkowników rynku. Istotnym staje się zatem umiejętne eksploatowanie modeli biznesu w gospodarce cyfrowej jednocześnie zapewniając zdolność do przetrwania i rozwoju organizacjom wykorzystujących te modele do osiągania ich wysokiej efektywności. Według autora artykułu można to osiągnąć poprzez zastosowanie atrybutu sprężystości zarówno w konstruowaniu jak i eksploatowaniu modeli biznesu w gospodarce cyfrowej. Celem artykułu jest przestawienie stopnia wykorzystania sprężystości w modelach biznesu funkcjonujących w gospodarce cyfrowej. Artykuł ma charakter konceptualny i zwraca uwagę na miejsce i rolę sprężystości w modelach biznesu gospodarki cyfrowej. W artykule omówiono, pojęcie sprężystości organizacyjnej w zarządzaniu, zdefiniowano kluczowe atrybuty modeli biznesu w kontekście gospodarki cyfrowej, Dokonano próby konceptualizacji i operacjonalizacji modeli biznesu gospodarki cyfrowej oraz opisano zasady funkcjonowania w ekosystemie cyfrowym.

ACS Style

Adam Jabłoński. Sprężystość modeli biznesu przedsiębiorstw - uwarunkowania strategiczne. Przegląd Organizacji 2019, 9 -16.

AMA Style

Adam Jabłoński. Sprężystość modeli biznesu przedsiębiorstw - uwarunkowania strategiczne. Przegląd Organizacji. 2019; (7):9-16.

Chicago/Turabian Style

Adam Jabłoński. 2019. "Sprężystość modeli biznesu przedsiębiorstw - uwarunkowania strategiczne." Przegląd Organizacji , no. 7: 9-16.

Journal article
Published: 18 June 2019 in Sustainability
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The aim of the paper is to present the results of research into the assessment of social factors resulting from the digitalization of railway companies’ business models and building, by means of the AHP method, a ranking of the significance of these criteria in the process of their digital transformation. The results focused on identifying the components of the business models of railway companies that are most affected by social factors and the creation of such factors. Railway companies do not operate within the business environment alone. In the context of processes, they form one common technical and service ecosystem. Digitalization should increase opportunities to create positive social effects which influence the quality of services provided and the safety of rail traffic as well as the increased efficiency of business models.

ACS Style

Marek Jabłoński; Adam Jabłoński. Social Factors as a Basic Driver of the Digitalization of the Business Models of Railway Companies. Sustainability 2019, 11, 3367 .

AMA Style

Marek Jabłoński, Adam Jabłoński. Social Factors as a Basic Driver of the Digitalization of the Business Models of Railway Companies. Sustainability. 2019; 11 (12):3367.

Chicago/Turabian Style

Marek Jabłoński; Adam Jabłoński. 2019. "Social Factors as a Basic Driver of the Digitalization of the Business Models of Railway Companies." Sustainability 11, no. 12: 3367.

Journal article
Published: 27 November 2018 in Sustainability
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The mechanisms of water supply company management have been dynamically evolving recently. This is particularly related to factors that regulate the functioning of companies in this sector. This applies both to embedding such entities in the legal structure, and the management rules at both the strategic and tactical-operational levels. It is increasingly important how decisions are made in the conditions of pressure, limitations, opportunities and threats that these companies, which create value for stakeholders, face. This way of making decisions is determined by the adopted model of business, strategy, business processes and strategic projects that create a kind of a strategic hybrid. The hybrid determines the effectiveness of water supply companies that operate in accordance with the rules of the regulated market.

ACS Style

Barbara Kożuch; Adam Jabłoński. The Strategic Hybrids of Water Supply Companies as an Effective Management Tool. Sustainability 2018, 10, 4450 .

AMA Style

Barbara Kożuch, Adam Jabłoński. The Strategic Hybrids of Water Supply Companies as an Effective Management Tool. Sustainability. 2018; 10 (12):4450.

Chicago/Turabian Style

Barbara Kożuch; Adam Jabłoński. 2018. "The Strategic Hybrids of Water Supply Companies as an Effective Management Tool." Sustainability 10, no. 12: 4450.

Journal article
Published: 31 October 2018 in Przegląd Organizacji
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Dynamika zachodząca w konstruowaniu bytów ontologicznych wyznacza nowe perspektywy rozwoju nauk o zarządzaniu. Te perspektywy determinują ich nowe obszary eksploracji i eksploatacji. Szczególnie dotyczy to obecnie mechanizmów zarządzania strategicznego ukierunkowanych na modelowanie biznesu w kierunku osiągania przez organizacje wysokiej efektywności. Według autora artykułu istotnym obecnie jest umiejętne i rozważne wykorzystanie modeli ekonometrycznych do konstruowania spójnych i skalowalnych modeli biznesu. Celem artykułu jest określenie miejsca i roli modeli ekonometrycznych w konstruowaniu modeli biznesu przedsiębiorstw. Powyższy cel zostanie osiągnięty miedzy innymi poprzez przedstawienie mechanizmów operacjonalizujących wykorzystanie modelu ekonometrycznego do konstruowania modeli biznesu wraz ze zdefiniowaniem ograniczeń utrudniających ten proces.

ACS Style

Adam Jabłoński. Modele ekonometryczne w konstruowaniu modeli biznesu przedsiębiorstw. Przegląd Organizacji 2018, 18 -26.

AMA Style

Adam Jabłoński. Modele ekonometryczne w konstruowaniu modeli biznesu przedsiębiorstw. Przegląd Organizacji. 2018; (10):18-26.

Chicago/Turabian Style

Adam Jabłoński. 2018. "Modele ekonometryczne w konstruowaniu modeli biznesu przedsiębiorstw." Przegląd Organizacji , no. 10: 18-26.

Chapter
Published: 27 March 2018 in Managing Public Trust
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The purpose of this chapter is to present the relationship between public service design and public trust management in the context of ensuring the continuity of public trust-based organizations. It is particularly important to pay attention to the criteria of this continuity with regard to the various interpretations of the sustainability concept. The scope of this chapter includes the principles of building a concept of sustainable management with respect to ethics, economics, and ecology to meet the expectations of stakeholders in public organizations.

ACS Style

Adam Jabłoński. Public Service Design and Public Trust: Conceptualizing the Sustainability. Managing Public Trust 2018, 153 -171.

AMA Style

Adam Jabłoński. Public Service Design and Public Trust: Conceptualizing the Sustainability. Managing Public Trust. 2018; ():153-171.

Chicago/Turabian Style

Adam Jabłoński. 2018. "Public Service Design and Public Trust: Conceptualizing the Sustainability." Managing Public Trust , no. : 153-171.

Chapter
Published: 01 January 2018 in Operations and Service Management
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The aim of the chapter is to propose the principles of adopting the concept of business models in public management. The scope of the work includes the specific principles of business management and public management, examined in terms of integrating the attributes of public organizations that ensure they achieve appropriate functionality. The result of scientific reflections is an attempt to design the canvas of the public organization business model based on an analogy taken from business management for the conceptualization and operationalization of the specific key attributes of the public organization business model. The justifiability of adopting the concept of a business model in the theory and practice of public organization functioning will be illustrated by the solutions used in local units of public employment services in Poland.

ACS Style

Barbara Kożuch; Adam Jabłoński; Information Resources Management Association. Adopting the Concept of Business Models in Public Management. Operations and Service Management 2018, 45 -81.

AMA Style

Barbara Kożuch, Adam Jabłoński, Information Resources Management Association. Adopting the Concept of Business Models in Public Management. Operations and Service Management. 2018; ():45-81.

Chicago/Turabian Style

Barbara Kożuch; Adam Jabłoński; Information Resources Management Association. 2018. "Adopting the Concept of Business Models in Public Management." Operations and Service Management , no. : 45-81.

Chapter
Published: 01 January 2017 in Handbook of Research on Climate Change and the Sustainable Financial Sector
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The aim of the chapter is to propose the principles of adopting the concept of business models in public management. The scope of the work includes the specific principles of business management and public management, examined in terms of integrating the attributes of public organizations that ensure they achieve appropriate functionality. The result of scientific reflections is an attempt to design the canvas of the public organization business model based on an analogy taken from business management for the conceptualization and operationalization of the specific key attributes of the public organization business model. The justifiability of adopting the concept of a business model in the theory and practice of public organization functioning will be illustrated by the solutions used in local units of public employment services in Poland.

ACS Style

Barbara Kożuch; Adam Jabłoński. Adopting the Concept of Business Models in Public Management. Handbook of Research on Climate Change and the Sustainable Financial Sector 2017, 10 -46.

AMA Style

Barbara Kożuch, Adam Jabłoński. Adopting the Concept of Business Models in Public Management. Handbook of Research on Climate Change and the Sustainable Financial Sector. 2017; ():10-46.

Chicago/Turabian Style

Barbara Kożuch; Adam Jabłoński. 2017. "Adopting the Concept of Business Models in Public Management." Handbook of Research on Climate Change and the Sustainable Financial Sector , no. : 10-46.

Conference paper
Published: 16 November 2016 in Communications in Computer and Information Science
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In recent years, the issue of safety management in rail transport has been widely developed, which has consequences for the participants in this market, namely infrastructure managers, railway undertakings, ECM, as well as manufacturers and distributors. This results from the need to verify the conformity of products or services with the safety criteria. A special role in this process is played by assessment bodies (AsBo). Due to the requirements of the European Commission Regulation, the place and role of these bodies in safety management in rail transport has been clearly specified. The tasks of AsBo are to verify the adequacy of the process of risk evaluation and assessment in the event of technical, operational and organizational changes in the railway system. Previous experience in Poland related to the activity of AsBo indicates that the railway market does not fully understand their essence, importance and key impact on safety in rail transport. The purpose of this paper is to identify the key tasks and challenges of assessment bodies related to improving rail transport safety in Poland.

ACS Style

Adam Jabłoński. Tasks of Independent Assessment Bodies in Risk Management in Rail Transport – the Polish Experience. Communications in Computer and Information Science 2016, 26 -34.

AMA Style

Adam Jabłoński. Tasks of Independent Assessment Bodies in Risk Management in Rail Transport – the Polish Experience. Communications in Computer and Information Science. 2016; ():26-34.

Chicago/Turabian Style

Adam Jabłoński. 2016. "Tasks of Independent Assessment Bodies in Risk Management in Rail Transport – the Polish Experience." Communications in Computer and Information Science , no. : 26-34.

Journal article
Published: 30 April 2016 in Sustainability
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The paper presents the results of theoretical discussions and research findings in the field of designing sustainable business models that support the creation of value at various stages of the business life cycle. The paper presents selected findings of extensive research into the business models of Polish companies listed on the Warsaw Stock Exchange. Companies which are at various stages of development should build and adapt their business models in order to maintain the ability to create value for stakeholders. Characteristics of business models at the early stages of development are different than at mature stages. The paper highlights the differences in business models in the context of the life cycle of companies and sustainability criteria. The paper presents research findings which show that the company’s development can be seen from the point of view of the business model. Research on business models concentrated on identifying the key attributes and the configuration of the business models appropriate for the early stage of development as well as the maturity stage. It was found that the business models of companies at an early stage of the development of companies listed on the Warsaw Stock Exchange are oriented primarily to how the company shapes, delivers, and captures value from the market in order to generate profits for shareholders and increase the value of the company, while the business models of mature companies include the intentions of management used to balance objectives with respect to different groups of stakeholders, and to carefully formulate and implement business objectives with particular attention paid to preserving the sustainability of the business. The assessment of business models from the point of view of the life cycle proves that managers change their approach to configuring business models over time; at some point, they include management intentions aimed at a broader range of goals than merely generating profits. At the early stage, it is important to adapt the business model to the ability to create value for shareholders by actively searching for the optimal configuration of the business model. Here a component approach to making rapid changes in the structure of the business model is essential. The business model of mature companies is based on assumptions ensuring the long-term viability of the business and is holistic in nature. When the company moves from the stage of early development to the maturity stage, business models change in such a way that the assumptions of the Triple Bottom Line concept become increasingly important, as expressed in the joint implementation of Corporate Social Responsibility and Value-Based Management assumptions. At the early stage of development, the business model strengthens the need to create value for shareholders and is not as dependent on strong partnerships with a large number of stakeholders. At the maturity stage, it is important to balance the objectives of all stakeholders and to build long-term relationships with them. As regards relationships with the environment, business models at these two stages are different. The paper presents research on the business models of companies at their early stage of development as well as mature companies, taking into consideration the assumptions of the Sustainable Business Model.

ACS Style

Adam Jabłoński; Marek Jabłoński. Research on Business Models in their Life Cycle. Sustainability 2016, 8, 430 .

AMA Style

Adam Jabłoński, Marek Jabłoński. Research on Business Models in their Life Cycle. Sustainability. 2016; 8 (5):430.

Chicago/Turabian Style

Adam Jabłoński; Marek Jabłoński. 2016. "Research on Business Models in their Life Cycle." Sustainability 8, no. 5: 430.

Journal article
Published: 23 February 2016 in Sustainability
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The dynamics of change in modern business create new mechanisms for company management to determine their pursuit and the achievement of their high performance. This performance maintained over a long period of time becomes a source of ensuring business continuity by companies. An ontological being enabling the adoption of such assumptions is such a business model that has the ability to generate results in every possible market situation and, moreover, it has the features of permanent adaptability. A feature that describes the adaptability of the business model is its scalability. Being a factor ensuring more work and more efficient work with an increasing number of components, scalability can be applied to the concept of business models as the company’s ability to maintain similar or higher performance through it. Ensuring the company’s performance in the long term helps to build the so-called sustainable business model that often balances the objectives of stakeholders and shareholders, and that is created by the implemented principles of value-based management and corporate social responsibility. This perception of business paves the way for building hybrid organizations that integrate business activities with pro-social ones. The combination of an approach typical of hybrid organizations in designing and implementing sustainable business models pursuant to the scalability criterion seems interesting from the cognitive point of view. Today, hybrid organizations are great spaces for building effective and efficient mechanisms for dialogue between business and society. This requires the appropriate business model. The purpose of the paper is to present the conceptualization and operationalization of scalability of sustainable business models that determine the performance of a hybrid organization in the network environment. The paper presents the original concept of applying scalability in sustainable business models with detailed interpretation. The paper and its findings are based on longitudinal research with participant observation, bibliographic research and the author’s own experience in the processes of building and implementing business models in the years 2005–2015. At the time, the author observed the conceptualization and operationalization of several business models of companies operating in the Polish market.

ACS Style

Adam Jabłoński. Scalability of Sustainable Business Models in Hybrid Organizations. Sustainability 2016, 8, 194 .

AMA Style

Adam Jabłoński. Scalability of Sustainable Business Models in Hybrid Organizations. Sustainability. 2016; 8 (3):194.

Chicago/Turabian Style

Adam Jabłoński. 2016. "Scalability of Sustainable Business Models in Hybrid Organizations." Sustainability 8, no. 3: 194.

Journal article
Published: 01 August 2015 in Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis
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ACS Style

Adam Jabłoński. Design and Operationalization of Technological Business Models. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 2015, 63, 927 -935.

AMA Style

Adam Jabłoński. Design and Operationalization of Technological Business Models. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis. 2015; 63 (3):927-935.

Chicago/Turabian Style

Adam Jabłoński. 2015. "Design and Operationalization of Technological Business Models." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 63, no. 3: 927-935.

Book chapter
Published: 01 January 2015 in Management of Network Organizations
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Business activity nowadays is shaped by mechanisms based on emerging, new paradigms, one of which may be a network paradigm. Also, in the current economic crisis, it is particularly important for companies to actively strive for an improvement in performance. The crisis has created a new perspective on management. In the course of the scientific discussion, the author attempts to answer the following questions: What is the result of using the network business model? What is the relationship between the network environment and the network business model used? What is the relationship between the use of the network business model and the resulting specific economic rent? The purpose of this paper is to discuss the term of the economization of company network business models in relation to the expected levels of performance achieved by a company. The author argues that the mechanism of economization of the network business model depends on the specific business context of the company, and that this context shapes the current network environment. In this paper, the interpretative approach has been applied.

ACS Style

Adam Jabłoński. The Economization of Network Business Models. Management of Network Organizations 2015, 169 -180.

AMA Style

Adam Jabłoński. The Economization of Network Business Models. Management of Network Organizations. 2015; ():169-180.

Chicago/Turabian Style

Adam Jabłoński. 2015. "The Economization of Network Business Models." Management of Network Organizations , no. : 169-180.

Conference paper
Published: 01 January 2015 in Communications in Computer and Information Science
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The authors have presented the key legal, technical and organizational assumptions related to conducting independent evaluations of the adequacy of the risk management process in the rail sector. Key problems related to change management in the railway sector have been defined. On the basis of a number of case studies, a few examples of the implementation of technical, organizational and operational changes have been presented. The authors have suggested their own approach to conducting independent evaluations of risk management processes in rail transport. The proposed approach can be applied successfully in other modes of transport.

ACS Style

Adam Jabłoński; Marek Jabłoński. Key Challenges and Problems in Conducting Independent Evaluations of the Adequacy of the Risk Management Process in Rail Transport. Communications in Computer and Information Science 2015, 311 -321.

AMA Style

Adam Jabłoński, Marek Jabłoński. Key Challenges and Problems in Conducting Independent Evaluations of the Adequacy of the Risk Management Process in Rail Transport. Communications in Computer and Information Science. 2015; ():311-321.

Chicago/Turabian Style

Adam Jabłoński; Marek Jabłoński. 2015. "Key Challenges and Problems in Conducting Independent Evaluations of the Adequacy of the Risk Management Process in Rail Transport." Communications in Computer and Information Science , no. : 311-321.

Journal article
Published: 30 June 2014 in Przegląd Organizacji
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W artykule autor omawia własne, autorskie podejście do wykorzystywania paradygmatów nauk zarządzania do budowy modeli biznesu opartych na równowadze strategicznej w kierunku wzrostu wartości przedsiębiorstw w długim okresie czasu. Ponadto krytycznie odnosi się do prób wykorzystywania paradygmatu sieciowego do budowy modeli biznesu opartych na równowadze strategicznej, stawiając tezę, iż obecnie najbardziej adekwatnym paradygmatem wykorzystywanym do budowy tych modeli jest właśnie paradygmat systemowy, którego podstawowym założeniem jest dążenie do równowagi w długim okresie czasu, czego na podstawie obecnych badań naukowych.

ACS Style

Adam Jabłoński. Paradygmaty w modelach zrównoważonego biznesu a kreowanie wartości przedsiębiorstwa. Przegląd Organizacji 2014, 24 -32.

AMA Style

Adam Jabłoński. Paradygmaty w modelach zrównoważonego biznesu a kreowanie wartości przedsiębiorstwa. Przegląd Organizacji. 2014; (6):24-32.

Chicago/Turabian Style

Adam Jabłoński. 2014. "Paradygmaty w modelach zrównoważonego biznesu a kreowanie wartości przedsiębiorstwa." Przegląd Organizacji , no. 6: 24-32.

Journal article
Published: 30 September 2013 in Przegląd Organizacji
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Celem artykułu jest przedstawienie problemu wpływu cyklu życia przedsiębiorstwa na model biznesu w kontekście zdolności przedsiębiorstwa do kreacji wartości i ciągłości jego funkcjonowania. Artykuł podzielono na następujące kluczowe obszary tematyczne: wprowadzenie, modele biznesu - wyzwania strategiczne, kształtowanie modeli biznesu w początkowym okresie funkcjonowania przedsiębiorstwa, odnowa strategiczna modeli biznesu oraz zarządzanie cyklem życia przedsiębiorstwa, modele zrównoważonego biznesu w zarządzaniu ciągłością funkcjonowania przedsiębiorstw, podsumowanie. Należy zwrócić uwagę na to, że w zależności od etapu rozwoju przedsiębiorstwa cechy modelu biznesu będą inne. W fazie inkubacji i wdrażania pomysłu na biznes i agresywnego wzrostu stosowane są inne rozwiązania niż w przedsiębiorstwie dojrzałym. W przedsiębiorstwie o ustabilizowanej pozycji rynkowej kluczową rolę odgrywają koncepcje społecznej odpowiedzialności biznesu oraz zasady modelu zrównoważonego biznesu. W fazie początkowej najważniejsza jest innowacyjność oraz silna chęć i determinacja menedżerów do przetrwania okresu zwiększonej alokacji wydatków inwestycyjnych negatywnie wpływających na wynik finansowy. (abstrakt oryginalny)

ACS Style

Adam Jabłoński; Marek Jabłoński. Modele biznesu w cyklu życia przedsiębiorstwa - wyzwania strategiczne. Przegląd Organizacji 2013, 17 -22.

AMA Style

Adam Jabłoński, Marek Jabłoński. Modele biznesu w cyklu życia przedsiębiorstwa - wyzwania strategiczne. Przegląd Organizacji. 2013; (9):17-22.

Chicago/Turabian Style

Adam Jabłoński; Marek Jabłoński. 2013. "Modele biznesu w cyklu życia przedsiębiorstwa - wyzwania strategiczne." Przegląd Organizacji , no. 9: 17-22.