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Companies that belong to the energy sector can use Sustainable Development Goals (SDGs) for their strategies and diversify electrical energy production with reverence to the natural environment. This article aims to analyze sustainability strategy types among the Visegrád Group (V4) countries’ energy producers, who decided to generate electrical energy from the renewable resources. This research uses an inductive inference approach supported by a literature study and deductive reasoning supported by a statistical reference method. The main finding is that the energy producers from the V4 group have a common direction of evolution in their strategies. This change is based on a growing share of renewable energy sources to achieve environmental excellence strategies. The lack of renewable energy sector organizations’ strategies translates into disappointment with the goals pursued by these organizations. The significance of this study lies in an explanation of how sustainability strategies compare at a firm and country-level in a proposed classification. The analysis can open future research areas to examine development of strategies in the renewable energy sector.
Adam Sulich; Letycja Sołoducho-Pelc. Renewable Energy Producers’ Strategies in the Visegrád Group Countries. Energies 2021, 14, 3048 .
AMA StyleAdam Sulich, Letycja Sołoducho-Pelc. Renewable Energy Producers’ Strategies in the Visegrád Group Countries. Energies. 2021; 14 (11):3048.
Chicago/Turabian StyleAdam Sulich; Letycja Sołoducho-Pelc. 2021. "Renewable Energy Producers’ Strategies in the Visegrád Group Countries." Energies 14, no. 11: 3048.
Management style and decision-making create an organization’s culture and influence its performance also in the pro-ecological dimension. Therefore, this paper’s originality lies in how it explores the effect of management style to inform our understanding of decision-making when using a sustainable approach. However, the cause-and-effect relations between decisions and management style remain vastly unexplored. The paper’s aim is to explore whether the management style serves as a basis for decision-making or if it is an effect of decisions. This research addresses a research question: is the management style a basis for decision-making or an effect of the decisions in a pro-ecological context? We used a comprehensive literature review by using inductive and deductive approaches to analyze the relations between decision-making and management style. The paper also illustrates how organizational culture images can inform accounts of business realities influencing organizations’ green strategies. The analogies followed relations between color symbol and guiding metaphor. The article presents a theoretical discussion on the influence of management style on decision-making in the organization, based on original literature research in pro-ecological strategy related decisions. As a result, a decision-making style model is proposed. This nonorthodox approach might open up new avenues of thought in the field of decision-making, management styles, and pro-ecological strategy. Theoretical and managerial implications and directions for future research are also addressed.
Adam Sulich; Letycja Sołoducho-Pelc; Marcos Ferasso. Management Styles and Decision-Making: Pro-Ecological Strategy Approach. Sustainability 2021, 13, 1604 .
AMA StyleAdam Sulich, Letycja Sołoducho-Pelc, Marcos Ferasso. Management Styles and Decision-Making: Pro-Ecological Strategy Approach. Sustainability. 2021; 13 (4):1604.
Chicago/Turabian StyleAdam Sulich; Letycja Sołoducho-Pelc; Marcos Ferasso. 2021. "Management Styles and Decision-Making: Pro-Ecological Strategy Approach." Sustainability 13, no. 4: 1604.
Gaining a competitive advantage assumes that a company should build a unique position, but this concept is related to a relatively stable environment. However, it is difficult to predict the consequences of the enterprises’ changes, leading to changes both in the business and natural environment. Therefore, this study’s authors asked a research question: Is it possible to restore a balance between durability and variability of the organization in terms of strategy? The answer to such a question was drawn upon the literature review and survey research. This paper presents a qualitative and quantitative model of competitive advantage in a changing business environment. This article uses an inductive inference method supported by a literature study and a deduction method supported by statistical calculations, based on a survey conducted among 150 Polish companies in different economic sectors. As a result of the research methods, a dualistic competitive advantage model in a changing environment was proposed and discussed. The article’s aim was achieved in the model combining a sustainable (SCA) and temporary competitive advantage (TCA). Understanding the conditions for gaining competitive advantage allowed to formulate general conditions under which sustainable strategic management can be built to consider sustainability objectives and contribute to the green economy. This research has confirmed that building a competitive advantage in unstable conditions requires finding a balance between implementing the planned development strategy and using new opportunities.
Letycja Sołoducho-Pelc; Adam Sulich. Between Sustainable and Temporary Competitive Advantages in the Unstable Business Environment. Sustainability 2020, 12, 8832 .
AMA StyleLetycja Sołoducho-Pelc, Adam Sulich. Between Sustainable and Temporary Competitive Advantages in the Unstable Business Environment. Sustainability. 2020; 12 (21):8832.
Chicago/Turabian StyleLetycja Sołoducho-Pelc; Adam Sulich. 2020. "Between Sustainable and Temporary Competitive Advantages in the Unstable Business Environment." Sustainability 12, no. 21: 8832.
Companies operating in the creative industries are struggling with the simultaneous pressure to be innovative and creative, which requires access to unique resources (such as knowledge and creative potential), but also means they must be effective in actions taken. To find a balance between those tensions, they are using the networking approach. Therefore, it seems that networking is becoming a high priority and that being involved in networks is a crucial part of such companies’ business models. Nevertheless, their competitive advantage is based on creative potential, which means that they are rooted in building and maintaining internal relations. As a result, in creative industries, relationships with internal and external stakeholders are crucial, but are strongly based on trust. Thus, the main aim of this paper is to investigate whether trust is the main factor influencing the approach to management. Moreover, we tried to understand the impact of trust on the managerial actions taken. We used the multiple case study research method to examine the role of trust in cooperation, as well as in shaping internal relations in companies operating in the creative industries. To achieve that goal, 10 companies from Poland and Portugal (5 from each country) were investigated in order to find any regularities. By analyzing the research results, it was possible to identify consistencies among the sample and present the main findings. Therefore, four approaches distinguished by the degree of trust were identified. When the level of trust is low, companies are operating within their network based on close relationships, as well as using collective participation where the team is perceived as a key success factor. On the other hand, when the level of trust is higher, companies move towards cooperative management (where the role of competitors is crucial) as well as individual participation (where an employee is engaged in the creative, as well as the decision-making, process). As a result, a theoretical model is proposed that includes the level of trust and the external and internal stakeholders’ perspective. Based on our research, trust can also be added as a fourth ‘T’ to the ‘3T’ (talent, tolerance and technology) concept proposed by Florida (2003).
Joanna Radomska; Przemysław Wołczek; Letycja Sołoducho-Pelc; Susana Silva. The Impact of Trust on the Approach to Management—A Case Study of Creative Industries. Sustainability 2019, 11, 816 .
AMA StyleJoanna Radomska, Przemysław Wołczek, Letycja Sołoducho-Pelc, Susana Silva. The Impact of Trust on the Approach to Management—A Case Study of Creative Industries. Sustainability. 2019; 11 (3):816.
Chicago/Turabian StyleJoanna Radomska; Przemysław Wołczek; Letycja Sołoducho-Pelc; Susana Silva. 2019. "The Impact of Trust on the Approach to Management—A Case Study of Creative Industries." Sustainability 11, no. 3: 816.
Andrzej Kaleta; Joanna Radomska; Letycja Sołoducho-Pelc. The relationship between the approach to strategic management and innovativeness in companies of various sizes. Argumenta Oeconomica 2018, 1, 203 -224.
AMA StyleAndrzej Kaleta, Joanna Radomska, Letycja Sołoducho-Pelc. The relationship between the approach to strategic management and innovativeness in companies of various sizes. Argumenta Oeconomica. 2018; 1 (40):203-224.
Chicago/Turabian StyleAndrzej Kaleta; Joanna Radomska; Letycja Sołoducho-Pelc. 2018. "The relationship between the approach to strategic management and innovativeness in companies of various sizes." Argumenta Oeconomica 1, no. 40: 203-224.
The purpose of this paper is to examine the relationship between the form of the strategy, its time horizon, the update frequency and the degree of the strategy implementation. The studies concerning the strategic management process, i.e. the process of continuous development and implementation of the strategy, pay special attention to the importance of preparing a formalized strategy known to the company’s management and employees, extending the time horizon for planning, and performing frequent updates in response to the speed and intensity of changes occurring in the environment. The paper presents the results of the studies concerning the problems associated with the strategy implementation, which were conducted on a sample of 200 Polish companies. The Paper and Pencil Interview research method was used for the needs of the study. The results can be interpreted as an indication that success in the strategy implementation does not depend on the degree of the strategy formalization or the frequency of changes in the strategic plan. It seems that the successful companies participating in the survey implement the strategy to a considerable degree, despite the fact that they represent different approaches to the form, time horizon and frequency of updates of the strategy.
Letycja Sołoducho-Pelc. Strategy Implementation Versus the Concept of Strategy. Financial Environment and Business Development 2016, 411 -421.
AMA StyleLetycja Sołoducho-Pelc. Strategy Implementation Versus the Concept of Strategy. Financial Environment and Business Development. 2016; ():411-421.
Chicago/Turabian StyleLetycja Sołoducho-Pelc. 2016. "Strategy Implementation Versus the Concept of Strategy." Financial Environment and Business Development , no. : 411-421.
The search for opportunities is generally associated with some factors – primarily the changes, creativity and innovations. So this is an ambiguous concept, but it can be assumed that it is of innovative character. Opportunities are developing dynamically and change along with the occurring changes, therefore in the approach to opportunities it is a challenge to take an active attitude. Hence, it seems that the key settlements concerning the strategic management process should appear to be helpful. The implementation of the strategic management process imposes the preparation for changes and initiates a search for new development opportunities. There are many questions relating to the practice of strategic management. When analysing the strategic management process, it is justified to indicate the need to deal with the challenge posed by the paradox of variability and durability. The aim of the study is to analyse and identify the elements or areas of the strategy that are associated with the search for new fields of operation. The study indicated that the formalization of the strategy, the preparation of development plans in a long time horizon, the selection of ambitious development priorities, taking expansive measures or long-term cooperation with business partners were linked with the search of opportunities as an expression of the striving for innovations. The results of the studies presented in this paper are a part of the project entitled “Strategic management practices in publicly listed enterprises and joint-stock companies”, which was financed from funds of the National Science Centre as the research project No. N N115 402240. The studies were conducted on a sample of 150 Polish companies.
Letycja Sołoducho-Pelc. Searching for Opportunities for Development and Innovations in the Strategic Management Process. Procedia - Social and Behavioral Sciences 2015, 210, 77 -86.
AMA StyleLetycja Sołoducho-Pelc. Searching for Opportunities for Development and Innovations in the Strategic Management Process. Procedia - Social and Behavioral Sciences. 2015; 210 ():77-86.
Chicago/Turabian StyleLetycja Sołoducho-Pelc. 2015. "Searching for Opportunities for Development and Innovations in the Strategic Management Process." Procedia - Social and Behavioral Sciences 210, no. : 77-86.
Letycja Sołoducho-Pelc. Koncepcja i wdrażanie strategii w małych, średnich i dużych przedsiębiorstwach. Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu 2014, 1 .
AMA StyleLetycja Sołoducho-Pelc. Koncepcja i wdrażanie strategii w małych, średnich i dużych przedsiębiorstwach. Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu. 2014; (366):1.
Chicago/Turabian StyleLetycja Sołoducho-Pelc. 2014. "Koncepcja i wdrażanie strategii w małych, średnich i dużych przedsiębiorstwach." Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu , no. 366: 1.