Management of innovation processes in a company is a field that is still not sufficiently researched and applied in practice. Managers in companies often do not know about modern techniques and design tools for creating innovation processes and about the possibility of their effective usage for management and in decision-making conditions. Therefore the main aim of the paper is to present contemporary theoretical and practical achievements in the field of innovation management, which focus on the area of innovation processes and emphasize the possibilities of managing innovation processes in business. The practical purpose of this study was to analyze the state and development of innovativeness of a selected group of Polish enterprises. The following methods were used in the work: a critical analysis of the literature, deductive methods, CAWI method (Computer Assisted Web Interview), and synthesis of measurement results of analytical indicators in selected functional areas of the studied enterprises. The conclusion was that for several years, it is clearly visible that a small group of innovative companies has formed in Poland that constantly increases its expenditure on innovative activities including research and development. In addition, the expenditures incurred are at a very decent level when compared to the European Union (EU) average, which suggests that these companies are competitive not only at the country level, but also outside it.

Celem artykułu jest przedstawienie pojęcia "nowa gospodarka" w kontekście wykorzystania wiedzy i innowacji jako najbardziej charakterystycznych jej cech. Termin "nowa gospodarka" jest interpretowany jako nadrzędna struktura ekonomiczna, zasilana przez innowacje w zakresie technologii informatycznych i komunikacyjnych, która wpływając na wszystkie gałęzie gospodarki, przyspiesza wzrost wydajności i tempo wzrostu gospodarczego. To dzięki wiedzy powstają nowe gałęzie gospodarki oparte na technologiach informacyjnych, które, służąc do szybkiego zbierania, przechowywania, przetwarzania i co najważniejsze wykorzystania informacji, spowodowały zmianę reguł funkcjonowania podmiotów, a także determinują wyznaczniki skuteczności i powodzenia działalności gospodarczej.

Purpose: Low Code and No Code refer to software development by end users with little or no IT background. The goal of the manuscript is to define this concept, as well as identify the drivers on one hand, and the limitations, challenges, and inhibitors on the other. Methodology: In order to answer the previously posed research questions, a systematic literature review was conducted. The systematic review of the literature included three main steps: planning the review, conducting the review, and writing the report. Findings: The paper presents various definitions of the LowCode/NoCode concept, as well as one general definition. It then lists the key drivers that lead to the increasing use of this concept in organizations. After that, the limitations, challenges, and inhibitors of Low Code/No Code software development are presented. Originality/value: The paper provides a clear and systematic review of the LowCode/NoCode concepts in relation to three dimensions (definition, drivers, and limitations/challenges/inhibitors). Practical implications - The results presented in the paper can be useful for both IT departments and business units as a starting point for establishing and managing LowCode/NoCode practices within an organization. Limitations: The systematic literature review included papers published in two citation databases and in English. Future research directions would focus on the empirical validation of specific drivers and limitations, challenges, and inhibitors from both business and IT users' perspectives

The research analyses the process of adapting artificial intelligence in the financial sector, highlighting the key mechanisms of its implemen­tation. The mentioned process was presented from the perspective of the development of Industry 4.0. The research presents an overview of the conditions for the implementation of artificial intelligence in the financial sector. It does not pretend to be a study that would exhaustively present the research problem under­taken. Each of the partial issues presented in the following paragraphs requires develop­ment based on more in-depth research. The aim of the research is to show the process of adapting artificial intelligence in the financial sector and to highlight the mechanisms of its implemen­tation. Instead of hypotheses, the following research questions will be formulated in this study: What is the importance of AI in the development of digital economy? What is the role of AI in the development of financial sector? What are the experiences with implementing AI in the financial sector of different countries? What are the lessons learned from using AI and ML in the financial sector so far? The study is based on the analysis and evaluation of literature and sectoral reports presenting the issues of digital transfor­mation of the economy, highligh­ting the importance and possibilities of using artificial intelligence and related modern techno­logies. The above-mentioned analysis was complemented by the use of deductive and induc­tive reasoning. The use of artificial intelligence is an integral element of the process of digitization of the economy. The financial sector has widely adopted solutions based on the use of artificial intelligence and machine learning. They have become an important factor in increasing the efficiency of this sector and the financial system and its elements, the quality of services provided by financial institutions and, consequently, their competitiveness on the market. The development of the digital economy has created new opportunities for financial institutions to use artificial intelligence and information tech­nolo­gies related to it. This applies to the use of technologies such as autonomous robots, Big Data, cloud computing, system integration, additive pro­duc­tion, Industrial Internet of Things, aug­men­ted reality, simulations, and technologies suppor­ting cybersecurity. These technologies create new oppor­tunities for financial institutions to improve their efficiency and the quality of the products they offer

Digital transformation increasingly positions business informatics at the core of organisational competitiveness, driving companies to digitalise and automate their business processes. In this context, low-code/no-code (LCNC) platforms have emerged as a promising solution within business information systems, enabling rapid development of process-oriented applications with minimal or no programming. By empowering employees without formal IT backgrounds to participate in system development, LCNC platforms address the shortage of IT professionals and help bridge the gap between technical and domain-specific business knowledge. Although vendors emphasise advantages such as ease of use, accelerated development cycles, reduced costs, lower IT dependency and enhanced process innovation, they often overlook the organisational, technological and governance challenges associated with LCNC adoption. This paper systematically identifies key inhibitors and LCNC implementation through a comprehensive literature review, followed by an assessment of their significance across multiple case studies with LCNC users. Seven major inhibitors are identified: vendor lock-in, security and compliance risks, integration challenges, limited scalability, insufficient documentation, limited testing support, and lack of flexibility. Case study findings indicate that lack of flexibility and customisation, vendor lock-in and insufficient testing support represent the most critical barriers. The paper presents preliminary insights from an ongoing investigation into LCNC development.

Innovation is synonymous with the search for new, original solutions relating to the selection and ability to use various economic resources by enterprises as well as to the ability to create unique economic resources. All such activities are aimed at building the company’s ability to achieve its goals in the long term, and thus building and strengthening its competitiveness on the market. This chapter addresses the issue of innovation implementation in modern business management from the point of view of the following three complementary perspectives: reorientation of the role and importance of enterprise resources as a result of the Fourth Industrial Revolution; improving the business model as a factor for implementing innovations in enterprise; innovations in the process of creating enterprise value. The aforementioned perspectives simultaneously delineate the further structure of this chapter and the main objectives of the studies that were conducted. <!----> <!----> <!----> <!---->