Currently, due to the growing dynamics of changes that take place in the environment of organizations, managers have to intensify their efforts to implement ‘solutions’ which will not only increase the efficiency of particular business activities, but will also strengthen the potential of the organization in the area of its sustainable development. One of the elements from a ‘wide set of potential solutions’ is risk culture. In spite of a number of studies dedicated to explaining its essence, dimensions and influence, the phenomenon of risk culture has not yet been fully explored. While the previous research and analyses have tended to focus on defining its role and learning about its effects, especially in the financial sector, this study was directed at explaining risk culture in the specific organizational context of implementing sustainable projects in business. This paper analyzes the manifestations of risk culture in sustainable projects, along with its dimensions and key determinants. The authors used the single case study method. In order to expose the Central European context, an innovative Polish enterprise with sustainable project management practices, implementing projects with a high degree of risk, was selected. The results of the study indicate that the main source of risk in the studied projects was the customer. Risk culture in this business entity is characterized by perceiving the variability of customer expectations as an important project risk factor. At the same time, sustainable project management ‘was accompanied’ by a more mature risk culture. The study confirmed that the beneficial impact of the risk culture on the project itself and the enterprise takes place under conditions of the convergence of the risk culture with the organizational culture. Conflicts between project participants, as well as conflicts between the project implementation team and the internal environment of the enterprise, increase the probability that risk culture poses a threat not only to particular projects, but also to the company.

Z powodu pandemii COVID-19 rośnie znaczenie problematyki pracy w systemie home office. Jak pokazują badania, po wybuchu pandemii na pracę zdalną zdecydowało się 67% polskich

Marketing i Rynek. Prenumerata roczna 2021 (12 kolejnych numerów), Marketing i Rynek. Prenumerata półroczna 2021 (6 kolejnych numerów)

Objective: Examining managers’ attitudes towards remote work.Research Design & Methods: Literature analysis, FGI.Findings: Managers are aware of the benefits and risks of working in a home office model. They emphasise the difficult situation of parents whose children are being educated online and employees with low skills in using new technologies. The benefits of working remotely are significant and clearly outweigh the potential risks.Implications / Recommendations: Managers are aware of the benefits and risks of working in a home office model. After the COVID-19 pandemic ends, remote work will be used on a much larger scale than it was before the pandemic. In e-work conditions, managerial competences become more important: communication skills, building relationships based on trust, and the ability to plan and organise work.Contribution: Deepening and actualising knowledge of home office work through an examination of managers’ attitudes towards this form of work.

The article contains theory-cognitive and empirical parts which aim at diagnosing the organisational reasons of burnout detected by managers in. The group of 45 managers who are the students of Executive MBA in the Institute of Economics of the Polish Academy of Sciences in Warsaw took part in the research. The managers’ opinions about organisational risk factors of burnout which occur in their work environment were the research subject. Survrey was the main research tool used in the study. The following research problem was formulated: What organisational factors raiseing the risk of burnout are detected by managerial staff in their work environment?The analysis of respondents’ statements enable to identify of the following categories of burnout risk factors: pressure (of time, responsibility, expectations), lack of possibilities to develop occupational abilities and of prospects, the reasons entrenched in wrong interpersonal relations, lack of basic employees’ need, deficiencies of the motivational system and work organisation, failure to meet the making decisions. Indirectly, the research results indicate senior staff individualistic inertia. The respondents are conscious of burnout risk factors but they do not take enough effective action to build friendly organisational environment and promote healthy lifestyle. They estimate that the impact of these factors on the mental hygiene improvement in the enterprises is little. They are prone to detect potential sources of burnout in factors which they do not have direct influence on, for instance in the rules enforced by the high level managers, in law of tough market competition etc. There are no statistically significant differences between the responses of men and women. The article develops knowledge in the area of organisational behavior.

Zjawisko cichego odchodzenia stanowi jedno z kluczowych wyzwań w obszarze zarządzania kapitałem ludzkim. Ściśle wiąże się ze spadkiem zaangażowania zawodowego pracowników, co