A continual increase in the influence of exogenic conditions on a company’s ability to sustain and develop and increasing complexity of the management processes correlated with the discovery of new dimensions of an enterprise, which determine its potential—these all lead to a growing interest in the search for the factors which might facilitate the elevation of the level of integrity of a business model of an enterprise/organisational and managerial system of an enterprise. Currently, it is absolutely necessary to perceive an enterprise not only in the terms of a rational economic system that, in its activity, concentrates on the generation of a positive financial result, and the creation of its value for the stockholders, but also as the system, at the same time, is meant to act responsibly in relation to its stakeholders, society and the market. The observation of successful enterprises shows clearly that the company values make up an element indispensable for the creation of effective strategies of development, and, at the same time, an element guaranteeing them an appropriate level of strategic integrity in external and internal dimensions, paired with the preservation of flexibility for necessary reconfiguration. Some special attention should be paid to the fact that, in order to build permanent competitive advantage, in the context of the strategic dimension of company management, values should play a key role also in the enterprises within heavy industry, including the energy sector. This article aims to present the significance of selected aspects of strategic dimension management in the context of company strategy in one of the largest energy sector companies in Poland. It is based on an analysis of the results of research carried out in the second part of 2021 and at the beginning of 2022. Qualitative studies based on a questionnaire survey and in-depth interviews were conducted among this institution’s managers who are responsible for formulating the company strategy. The study results have shown that social and employees’ personal values, organisational culture, and management by values, have a substantial impact on the character and quality of the strategic dimension management of the analysed company. The article aims to show the role of social values in determining efficiency in the area of managing the strategic dimension of a company. In the context of this aim, the following important research questions should be asked: What is the influence of social values and values represented by the TMT (top management team) on a given company’s efficiency in the context of strategic decisions; and how do these factors influence the stability of the company development, and do they ensure the organisation’s resilience to short-term external changes?

Objective: The sudden occurrence of the SARS-Cov-2 pandemic, colloquially called COVID-19, brought about the necessity of redefining all the existing organisational patterns within companies. This article carried out an analysis of selected important changes in employee individual behaviour patterns and changes taking place in organisational structure in the context of the transition to remote work in the home office system. Additionally, threats stemming from that and challenges for the managerial staff were discussed. The analysis of changes in behaviour has been done on the basis of research carried out by external institutions studying changes in organisations, which have been caused by the transition to remote work mode. Research Design & Methods: When working on this conceptual work, the Authors analysed a few selected issues concerning the organisational changes caused by the COVID-19 pandemic and implemented by external orgnisations or research departments of a company. They also performed a though analysis of the current publications concerning the change of the staff behaviour in a given organisation, and in a more general sense, the disappearance of the organisational culture. Findings: The results of the analysis of the examined topic point out that the change of working style from an office work to a remote work will affect the organisational culture and change the staff behaviour. Some staff members who worked on a remote basis could not take part in the creation of the current artefacts, values and basis objectives of the organisational culture, which will result in the fact that new, previously unknown behaviours, will appear in an organisation. Implications & Recommendations: As a result of the change of organisational culture and individual staff behaviours, and of the disappearance of the artefacts and organisational values caused by the outbreak of the COVID-19 pandemic, an organisation’s management should strengthen the staff identification with the organisation and thus, perhaps, redefine common values shared by all the staff and organisation. In order to specify the scope of the lack of common identification and individual behaviours, some research should be carried out within an organisation, identifying the necessity of re-establishing the values and new behaviours within a company. Contribution & Value Added: The paper presents possible changes within the area of organisational culture and individual behaviours of the staff, as these factors had never before been faced with such a great challenge of survival and had never before undergone such a large change as during the first months of the COVID-19 pandemic and also later on, when organisations continued online work. The paper is the first attempt to analyse possible changes of individual organisational behaviours and to measure the effect of remote work on organisational culture.

Objective: The objective of the article is to identify and analyse the stages of the implementation of the principles making up the foundation for creating self-navigating organisations. Moreover, we analysed some areas of managing a company, related to the responsibility for decision-making processes in the strategic management of an organisation. We did it in the circumstances of a significant increase in staff participation in the company’s activity. Research Design & Methods: For the preparation of the case study, we used a qualitative method (participant observation, individual interview, partly categorized). Before initiating the proper research, we analysed the source information and data characterising the company and its activity, which were available both on the official websites of the company and also presented in the company information channels (company data, interviews with the members of the management, current information on the company activity). This allowed us to identify the company management method and the factors which generate the development of Sente SA. Further, this information has become the basis for the preparation of an interview questionnaire (see Appendix) which was intended to study the effect of the shared responsibility and participation principles applied in the company on the management of the company’s strategic dimension in the context of an increase of the company’s ability to self-navigate. Findings: From the moment of the company’s implementation of the management elements involving self-management and shared responsibility (including empowerment), financial results have significantly improved which was accompanied by an increase in a sense of responsibility for the company’s objectives, achievements, and strategy among the company’s staff. Implications & Recommendations: The presented analysis of the process of implementing changes in the company’s management and the stages of this process, as well as the identification of the limitations and challenges faced by the company management make up an important guideline for other researchers and practitioners in managing organisations who plan to further explore the problems described here or to change the manner of their company’s operation and development by means of implementing teal management elements. Thanks to the practical example, performed analysis and the formulated guidelines, the challenges for the actions aiming at the increase of the potential of other organisations in the area of self-navigation and necessary changes in the process of strategic management, and the period necessary for an organisation to adapt to these changes will be shorter and more effective. Contribution & Value Added: The article presents practical systematic principles and individual steps of implementing empowerment in the organisation and the stages of involving employees in the co-responsibility for the development of the organisation.