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Associate Professor Marek Jabłoński, PhD. 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. Experienced rail industry expert in terms of safety management in rail transport and the maintenance of vehicles and rail infrastructure.
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.
Marek Jabłoński; Adam Jabłoński. Shaping the Safety Culture of High Reliability Organizations through Digital Transformation. Energies 2021, 14, 4721 .
AMA StyleMarek Jabłoński, Adam Jabłoński. Shaping the Safety Culture of High Reliability Organizations through Digital Transformation. Energies. 2021; 14 (16):4721.
Chicago/Turabian StyleMarek Jabłoński; Adam Jabłoński. 2021. "Shaping the Safety Culture of High Reliability Organizations through Digital Transformation." Energies 14, no. 16: 4721.
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.
Adam Jabłoński; Marek Jabłoński. Social Perspectives in Digital Business Models of Railway Enterprises. Energies 2020, 13, 6445 .
AMA StyleAdam Jabłoński, Marek Jabłoński. Social Perspectives in Digital Business Models of Railway Enterprises. Energies. 2020; 13 (23):6445.
Chicago/Turabian StyleAdam Jabłoński; Marek Jabłoński. 2020. "Social Perspectives in Digital Business Models of Railway Enterprises." Energies 13, no. 23: 6445.
Alt, R. (2020). Electronic markets on business model development. Electronic Markets, 30(3), 405–411. https://doi.org/10.1007/s12525-020-00438-z. Article Google Scholar Bocken, N. M. P., Short, S. W., Rana, P., & Evans, S. (2014). A literature and practice review to develop sustainable business model archetypes. Journal of Cleaner Production, 65, 42–56. https://doi.org/10.1016/j.jclepro.2013.11.039. Article Google Scholar Boons, F., Montalvo, C., Quist, J., & Wagner, M. (2013). Sustainable innovation, business models and economic performance: An overview. Journal of Cleaner Production, 45, 1–8. https://doi.org/10.1016/j.jclepro.2012.08.013. Article Google Scholar Centobelli, P., Cerchione, R., Chiaroni, D., Del Vecchio, P., & Urbinati, A. (2020). Designing business models in circular economy: A systematic literature review and research agenda. Business Strategy and the Environment, 29(4), 1734–1749. https://doi.org/10.1002/bse.2466. Article Google Scholar Ghobakhloo, M. (2020). Industry 4.0, digitization, and opportunities for sustainability. Journal of Cleaner Production, 252, 119869. https://doi.org/10.1016/j.jclepro.2019.119869. Article Google Scholar Gimpel, H., Graf-Drasch, V., Kammerer, A., Keller, M., & Zheng, X. (2019). When does it pay off to integrate sustainability in the business model? – A game-theoretic analysis. Electronic Markets, 30(4). https://doi.org/10.1007/s12525-019-00361-y. Lüdeke-Freund, F. (2010). Towards a conceptual framework of 'Business models for Sustainability’, Conference: Knowledge Collaboration & Learning for Sustainable Innovation“ – Conference Proceedings, 14th European Roundtable on Sustainable Consumption And Production (ERSCP) & 6th Environmental Management for Sustainable Universities (EMSU), 25–29 October 2010, At Delft, The Netherlands. Martin, J. D., Petty, J. M., & Wallace, J. S. (2009). Value based management with corporate social responsibility. Oxford: Oxford University Press. Google Scholar Pucihar, A. (2020). The digital transformation journey: Content analysis of electronic markets articles and bled eConference proceedings from 2012 to 2019. Electronic Markets, 30(1), 29–37. https://doi.org/10.1007/s12525-020-00406-7. Article Google Scholar Sarkis, J., Cohen, M. J., Dewick, P., & Schröder, P. (2020). A brave new world: Lessons from the COVID-19 pandemic for transitioning to sustainable supply and production. Resources, Conservation, and Recycling, 159, 104894. https://doi.org/10.1016/j.resconrec.2020.104894. Article Google Scholar Schaltegger, S., Lüdeke-Freund, F., & Hansen, E. G. (2016). Business models for sustainability a co-evolutionary analysis of sustainable entrepreneurship, innovation, and transformation. Organization & Environment, 29(3), 264–289. https://doi.org/10.1177/1086026616633272. Article Google Scholar Ujwary-Gil, A., & Potoczek, N. R. (2020). A dynamic, network and resource-based approach to the sustainable business model. Electronic Markets, 30(4). https://doi.org/10.1007/s12525-020-00431-6. Wit, B., & Pylak, K. (2020). Implementation of triple bottom line to a business model canvas in reverse logistics. Electronic Markets, 30(4). https://doi.org/10.1007/s12525-020-00422-7. Download references Faculty in Chorzów, WSB University in Poznan, Chorzów, Poland Marek Jabłoński Centre for Technology and Global, University of Oxford, Affairs Manor Road, Oxford, OX1 3UQ, UK Paul Timmers Foisie Business School, Worcester Polytechnic Institute, Worcester, MA, USA Joseph Sarkis Hanken School of Economics, Humlog Institute, Helsinki, Finland Joseph Sarkis You can also search for this author in PubMed Google Scholar You can also search for this author in PubMed Google Scholar You can also search for this author in PubMed Google Scholar Correspondence to Marek Jabłoński. Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations. This article is part of the Topical Collection on Sustainability in business models in the network economy Reprints and Permissions Jabłoński, M., Timmers, P. & Sarkis, J. Sustainability in business models in the network economy. Electron Markets (2020). https://doi.org/10.1007/s12525-020-00444-1 Download citation Received: 12 October 2020 Accepted: 12 October 2020 Published: 16 October 2020 DOI: https://doi.org/10.1007/s12525-020-00444-1
Marek Jabłoński; Paul Timmers; Joseph Sarkis. Sustainability in business models in the network economy. Electronic Markets 2020, 30, 675 -678.
AMA StyleMarek Jabłoński, Paul Timmers, Joseph Sarkis. Sustainability in business models in the network economy. Electronic Markets. 2020; 30 (4):675-678.
Chicago/Turabian StyleMarek Jabłoński; Paul Timmers; Joseph Sarkis. 2020. "Sustainability in business models in the network economy." Electronic Markets 30, no. 4: 675-678.
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.
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 StyleAdam 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 StyleAdam 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.
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 StyleMarek 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 StyleMarek Jablonski; Adam Jablonski; Agnieszka Szpitter. 2020. "Dynamika modeli biznesu przedsiębiorstw w gospodarce cyfrowej – perspektywa monetyzacji." Zarządzanie strategiczne w dobie cyfrowej gospodarki sieciowej , no. : 1.
Artykuł przedstawia problematykę kluczowych aspektów restrukturyzacji labilnych cyfrowych modeli biznesu przez ich serwicyzację, socjalizację i kreowanie wartości strategicznej poprzez wykorzystanie cech cyfrowych modeli biznesu. Serwicyzacja oparta na założeniach systemów produktowo-usługowych jest stymulatorem efektywności modeli biznesu. Cyfrowe modele biznesu ze względu na dynamiczny postęp technologiczny i zmieniające się potrzeby klientów stają się labilne. Ich chwiejność powoduje, że muszą one znajdować się w permanentnym procesie restrukturyzacji. Proponowany model restrukturyzacji cyfrowych modeli biznesu oparto na triadzie trzech kluczowych komponentów, a mianowicie: serwicyzacji, socjalizacji oraz wartości strategicznej modeli biznesu. Zapewnienie równowagi między tymi elementami może doprowadzić do osiągnięcia sukcesu przedsiębiorstw działających w gospodarce cyfrowej. Celem artykułu jest wskazanie nowego podejścia do kształtowania modelu restrukturyzacji cyfrowych modeli biznesu.
Marek Jabłoński. Restrukturyzacja cyfrowych modeli biznesu – próba konceptualizacji. Przegląd Organizacji 2019, 13 -21.
AMA StyleMarek Jabłoński. Restrukturyzacja cyfrowych modeli biznesu – próba konceptualizacji. Przegląd Organizacji. 2019; (12):13-21.
Chicago/Turabian StyleMarek Jabłoński. 2019. "Restrukturyzacja cyfrowych modeli biznesu – próba konceptualizacji." Przegląd Organizacji , no. 12: 13-21.
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.
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 StyleMarek 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 StyleMarek 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.
Value is interdisciplinary and, in a broader context, is responsible for forming and bonding the expected configuration of the business model. A business model may allow for capturing value or losing it through inconsistency. It can capture value from customers and other stakeholders, such as investors. If a business model is consistent, then stakeholders believe in it and it attracts value. In practice, many business models are volatile, that is, unstable and highly susceptible to many factors, which make them incapable of ensuring success. This issue is an important area of scientific exploration, inasmuch as the issue of the volatility of business models and the associated negative consequences, in particular the migration of value, have been discussed to a limited extent. The article discusses the volatility of business models and its impact on value migration. Research into the volatility of companies operating in the digital economy listed on the alternative market of the Warsaw Stock Exchange has been presented. Key factors responsible for the volatility of business models of the companies surveyed have been shown in the context of value migration.
Marek Jabłoński. The Critical Aspects of Value Migration from Volatile Business Models in the Digital Economy. Journal of Creating Value 2019, 5, 84 -97.
AMA StyleMarek Jabłoński. The Critical Aspects of Value Migration from Volatile Business Models in the Digital Economy. Journal of Creating Value. 2019; 5 (1):84-97.
Chicago/Turabian StyleMarek Jabłoński. 2019. "The Critical Aspects of Value Migration from Volatile Business Models in the Digital Economy." Journal of Creating Value 5, no. 1: 84-97.
The topic of a sustainable business model is currently the subject of much scientific research that covers a wide range of topics, from terminological aspects to aspects related to the impact of sustainability factors on company development. So far, however, the topic of sustainability in business models operating in electronic markets has only been studied to some extent. This article covers broad research into the value migration to sustainable business models of companies operating in the digital economy on the capital market. The aim of the article is to present key results of research into value migration to sustainable business models of companies operating in the digital economy on the capital market. The relevant literature on the trends in the application of the sustainability concept in the digital economy, the attributes of business models, and the interpretation of value within the concept of business models is also reviewed. The results obtained are ambiguous.
Marek Jabłoński. Value Migration to the Sustainable Business Models of Digital Economy Companies on the Capital Market. Sustainability 2018, 10, 3113 .
AMA StyleMarek Jabłoński. Value Migration to the Sustainable Business Models of Digital Economy Companies on the Capital Market. Sustainability. 2018; 10 (9):3113.
Chicago/Turabian StyleMarek Jabłoński. 2018. "Value Migration to the Sustainable Business Models of Digital Economy Companies on the Capital Market." Sustainability 10, no. 9: 3113.
Celem artykułu jest wskazanie założeń metodologicznych pojęcia labilności modeli biznesu jako zjawiska nader często występującego w obecnej rzeczywistości gospodarczej, a słabo rozpoznanego z punktu widzenia nauki o zarządzaniu. Ponieważ zagadnienie labilności ma charakter interdyscyplinarny stąd w artykule nawiązano do takich koncepcji jak: granice modeli biznesu, ekonomia współdzielenia, rozwiązania technologiczne, a także zarządzanie interfejsami. Wynika to w szczególności ze specyfiki sieciowego, wspomaganego nowoczesnymi technologiami środowiska prowadzenia współczesnego biznesu. Jako metodę badawczą zastosowano analizę literatury przedmiotu oraz badania longitudinalne (wzdłużne) polegające na obserwacji literatury przedmiotu na temat modeli biznesu w latach 2000-2017 gdzie wykazano, że do tej pory nie używano pojęcia labilności modeli biznesu.
Marek Jablonski. LABILNOŚĆ MODELI BIZNESU A ZARZĄDZANIE INTERFEJSAMI W KONCEPCJI EKONOMII WSPÓŁDZIELENIA. Przegląd Organizacji 2017, 13 -19.
AMA StyleMarek Jablonski. LABILNOŚĆ MODELI BIZNESU A ZARZĄDZANIE INTERFEJSAMI W KONCEPCJI EKONOMII WSPÓŁDZIELENIA. Przegląd Organizacji. 2017; (9):13-19.
Chicago/Turabian StyleMarek Jablonski. 2017. "LABILNOŚĆ MODELI BIZNESU A ZARZĄDZANIE INTERFEJSAMI W KONCEPCJI EKONOMII WSPÓŁDZIELENIA." Przegląd Organizacji , no. 9: 13-19.
Marek Jablonski. Determinants of Sustainable Business Model of Companies Early Stage of Development. Sustainable Business, Management, and Economics 2017, 1 .
AMA StyleMarek Jablonski. Determinants of Sustainable Business Model of Companies Early Stage of Development. Sustainable Business, Management, and Economics. 2017; ():1.
Chicago/Turabian StyleMarek Jablonski. 2017. "Determinants of Sustainable Business Model of Companies Early Stage of Development." Sustainable Business, Management, and Economics , no. : 1.
The European Union Regulation on risk evaluation and assessment has resulted in the need for risk management in railway undertakings when they decide, based on analysis, that a change is significant and affects rail transport safety. Then it must be proven that the risk management process caused by this change is correct. The analysis of past experience in this field in Poland shows the need to improve this process, both in terms of cooperation between different entities involved in this process and in order to understand the objectives of the regulation and its key provisions. The fundamental problems and mistakes in reporting on risk evaluation and assessment include mistakes in defining the system undergoing change, mistakes in defining system boundaries, mistakes in identifying risks, improprieties in selecting risk acceptance principles, the improper use of codes of practice, ignoring safety requirements etc. These problems have triggered the analytical research on the assessment of the adequacy of risk management in rail transport as a result of a technical, operational and organizational change. The results of the analysis have been presented in this paper.
Marek Jabłoński. Preparing Reports on Risk Evaluation and Assessment in Rail Transport Based on the Polish Experience. Communications in Computer and Information Science 2016, 187 -198.
AMA StyleMarek Jabłoński. Preparing Reports on Risk Evaluation and Assessment in Rail Transport Based on the Polish Experience. Communications in Computer and Information Science. 2016; ():187-198.
Chicago/Turabian StyleMarek Jabłoński. 2016. "Preparing Reports on Risk Evaluation and Assessment in Rail Transport Based on the Polish Experience." Communications in Computer and Information Science , no. : 187-198.
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.
Adam Jabłoński; Marek Jabłoński. Research on Business Models in their Life Cycle. Sustainability 2016, 8, 430 .
AMA StyleAdam Jabłoński, Marek Jabłoński. Research on Business Models in their Life Cycle. Sustainability. 2016; 8 (5):430.
Chicago/Turabian StyleAdam Jabłoński; Marek Jabłoński. 2016. "Research on Business Models in their Life Cycle." Sustainability 8, no. 5: 430.
Marek Jabłoński. Business Model in the Periodic Reports of Corporate Reporting – Intentions and Results. Zeszyty Naukowe Uniwersytetu Szczecińskiego Finanse Rynki Finansowe Ubezpieczenia 2016, 79, 227 -244.
AMA StyleMarek Jabłoński. Business Model in the Periodic Reports of Corporate Reporting – Intentions and Results. Zeszyty Naukowe Uniwersytetu Szczecińskiego Finanse Rynki Finansowe Ubezpieczenia. 2016; 79 ():227-244.
Chicago/Turabian StyleMarek Jabłoński. 2016. "Business Model in the Periodic Reports of Corporate Reporting – Intentions and Results." Zeszyty Naukowe Uniwersytetu Szczecińskiego Finanse Rynki Finansowe Ubezpieczenia 79, no. : 227-244.
The aim of the chapter is to identify the theoretical and methodological basis for employee competence development in light of corporate social responsibility (CSR), with a particular focus on CSR-orientated companies. The chapter consists of three major parts. In the first part, the authors review the literature dedicated to employees’ competencies and CSR, and as a result, identify the main features of both these categories. Moreover, this part discusses the theoretical arguments for the direction of inter-dependence between CSR and the development of employees’ competencies. The second part addresses the methodological dilemmas related with the dominant research trends, which formed contemporary interpretations of the notion of competences, and their adequateness for CSR. In this part of the chapter the following issues were considered: the social theory of learning, modern concepts of management, and so called “on-the-job” methods of employee competence development. This examination suggests that in the development of employee competences in CSR, modern management methods such as benchmarking, knowledge management, and re-engineering should be taken into account. These methods closely correspond with the three dimensions of the social theory of learning, i.e., imitation, to which benchmarking most closely corresponds, reinforcement based on knowledge management, and modelling based on re-engineering. The final part of the chapter concludes that CSR could be implemented within organisations based upon the framework methodology of employee competence development.
Łukasz Jabłoński; Marek Jabłoński. Employee Competence Development from the CSR Perspective. New Perspectives on Corporate Social Responsibility 2015, 371 -381.
AMA StyleŁukasz Jabłoński, Marek Jabłoński. Employee Competence Development from the CSR Perspective. New Perspectives on Corporate Social Responsibility. 2015; ():371-381.
Chicago/Turabian StyleŁukasz Jabłoński; Marek Jabłoński. 2015. "Employee Competence Development from the CSR Perspective." New Perspectives on Corporate Social Responsibility , no. : 371-381.
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.
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 StyleAdam 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 StyleAdam 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.
The authors have presented the key priorities of technology transfer in the area of rail transport. They have also presented selected elements of building the company technological potential through cluster initiatives as well as practical solutions for building the technology management system in a railway company supporting the development of technology for rail transport in Poland.
Adam Jabłoński; Marek Jabłoński. Transfer of Technology in the Field of Rail Transport through Cluster Initiatives Management. Programmieren für Ingenieure und Naturwissenschaftler 2013, 58 -66.
AMA StyleAdam Jabłoński, Marek Jabłoński. Transfer of Technology in the Field of Rail Transport through Cluster Initiatives Management. Programmieren für Ingenieure und Naturwissenschaftler. 2013; ():58-66.
Chicago/Turabian StyleAdam Jabłoński; Marek Jabłoński. 2013. "Transfer of Technology in the Field of Rail Transport through Cluster Initiatives Management." Programmieren für Ingenieure und Naturwissenschaftler , no. : 58-66.
The authors of the article present the key problems in implementing innovation in Polish railway companies in the context of legal and economic constraints. Legal requirements resulting from the processes of authorizing structural subsystems and interoperability constituents determine application of specific approaches to the creation of innovation in rail transport. A process of developing and implementing innovation in rail transport requires a number of test, experimenting research and pilot analysis before a product has a chance of developing its capacity for its practical application. The author presents own approach to defining innovation in rail transport and the problems during its implementation and identifies barriers in technology transfer in the context of the requirements for safety of railway traffic.
Adam Jabłoński; Marek Jabłoński. Implementation and Managing of Innovation in the Conditions of Legal and Economic Constraints on the Based of Rail Transport. Programmieren für Ingenieure und Naturwissenschaftler 2012, 423 -432.
AMA StyleAdam Jabłoński, Marek Jabłoński. Implementation and Managing of Innovation in the Conditions of Legal and Economic Constraints on the Based of Rail Transport. Programmieren für Ingenieure und Naturwissenschaftler. 2012; ():423-432.
Chicago/Turabian StyleAdam Jabłoński; Marek Jabłoński. 2012. "Implementation and Managing of Innovation in the Conditions of Legal and Economic Constraints on the Based of Rail Transport." Programmieren für Ingenieure und Naturwissenschaftler , no. : 423-432.