This article attempts to identify the key forces driving the successful digitalization of the energy sector, ensuring improvements in the energy triangle including sustainability, stability, and economic performance. The article sheds light on the diverse energy priorities at supra-, national, and managerial levels, and the role of digitalization in achieving these objectives. Catching up economies (such as Poland), being post-socialist EU member states, in order to transform its energetic sector, must overcome a number of infrastructural and social shortcomings retained as a legacy of the socialist economy. As such, sustainability (as the core priority at EU energy agenda) may not be the leading objective at both national and company level in the energy sector transformation. This article presents the results of empirical research carried out through distribution of e-questionnaire addressed to Polish managers from the energy sector. The results were analyzed using the fsQCA method. The findings suggest that, for managers, the most important drivers of digitalization and transformation of the energy sector in Poland are its high economic performance, together with support for energy prosumers and consumers. The prerequisites for a successful digitalization are alternatively the absence of management barriers, or a combination of high economic performance and a strong focus on environmental protection. Surprisingly, according to managers surveyed, the rapid implementation of new technologies is not considered a vital condition for successful digital transformation of the energy sector, which implies either or managerial lack of knowledge in this area and/or a reluctance to introduce digital rapid technologies.

This article analyzes the grounds and possibility to induce and develop reshoring activities in the luxury goods sector. The premise of this analysis is the contemporary redefinition of the luxury goods sector, which relates to the increasing volume of goods marketed as luxuries. In this paper, we examine whether reshoring can develop in a similar manner on the respective tiers of the luxury ladder in the luxury fashion, automotive, and jewelry industries. Both premises and examples of reshoring in the luxury goods sector are conceptually analyzed and empirically illustrated.

Objective: to investigate whether Millennials are internally consistent and distinguished cohort in terms of the perception of luxury Methodology: mixed: the international e-survey results, conducted in 5 different countries (Poland, Portugal, Turkey, Germany and Saudi Arabia, 1193 responses) and 4 FGI, conducted in the groups of younger and older Millennials in Poland and Portugal. Findings: Millennials demonstrate strong country–specific differences in evaluating luxury value drivers; from avowed hedonic status-seekers (mainly Saudi Arabians), through moderately enthusiastic luxury products admirers (Portuguese, Turkish, Polish) to stand-outs, individualists who contest the overall CVPL as represented mostly by Germans. The evaluation of luxury is not cohort specific but rather a matter of the family and material status strengthened by socio-cultural pressure. Value Added: Global consumption behavioral patterns regarding luxury are permeated by local cultural influences, but are not global cohorts’ specific, due to their internal cultural, age, income and family status diversity. Recommendations: Communication strategies in a luxury sector should be adjusted more to the country-specific and less to the specific needs of global cohorts.

Objective: In this article, we show how agility and international experience influence the adjustment strategies that firms adopt when exposed to sanctions. We also assess how these strategies affect firms’ financial performance. Research Design & Methods: Quantitative; international e-survey, computer-assisted web interview (CAWI) method, structural equation modelling (SEM), linear regression, clustering; 610 middle-sized companies studied from Poland, US and Germany, data gathered in 2023. Findings: The more agile and internationally experienced the firms, the more proactive measures they use to adapt to sanctions. Proactive adaptation strategies positively impact financial performance. Agility and international experience are mutually reinforcing. Implications & Recommendations: When exposed to the sanctions regime, proactive adaptation strategies increase the likelihood of firms’ survival. Meanwhile, agility and international experience reinforce proactivity. Therefore, firms should strengthen both these characteristics as they increase the likelihood of resilience in the face of a crisis. Contribution & Value Added: The article extends understanding of firms’ strategic behaviour in the face of a sudden external change/crisis, such as the imposition of sanctions. It shows how intrinsic factors, in this case, agility and international experience, influence the adaptation choice. The results show that agile and internationally experienced companies adopt proactive strategies towards sanctions, which has positive financial consequences. Agility and international expansion serve here as an effective and resilient way of survival during external shocks, such as war.