New research anthology on “Business Models: Strategies, Impacts and Challenges”

by Adam Jabłoński, Associate Professor, The Department of Management, the University of Dąbrowa Górnicza, Poland

Jabłoński, A. (Ed.) (2017): Business Models: Strategies, Impacts and Challenges. New York: Nova Publishers.

The dynamics of market changes determine new perspectives both in the theory and practice of management science. The mechanisms of doing business aimed at achieving a high level of company performance are changing. This requires adequate instruments based on the solid pillars of strategic management. Undoubtedly, the key ontological beings which determine the success of an organization are effective and efficient business models, strategies and business processes. A kind of a strategic hybrid emerges that shapes the principles of doing business subject to pressure, constraints and emerging opportunities. In this approach, companies implement strategies for growth and development, not only to survive but also to achieve strong competitive advantage. Value creation is another area of the development of management science and management practices, defining key factors underlying the conceptualization and operationalization of business models, strategies and business processes. The abovementioned concepts are nowadays widely discussed, creating a new dimension of strategic management.

The anthology consists of chapters focused on both theoretical and practical conditions of modern companies, specifically focused on building effective and efficient business models and strategies. It primarily refers to new research perspectives which determine the new challenges of strategic management. The aim of the anthology is to present views and approaches to strategic management determined by the development and growth of companies through building their business models and strategies.

The anthology contains the following chapters:

Adam Jabłoński presents the conceptualization and operationalization of a strategic hybrid with a geometric approach. Marek Jabłoński highlights the role of technopreneurship as a value driver and stimulator affecting the design principles of business models in the creative industry. Antonio Batocchio and Vinicius Minatogawa propose the adaptation of business models to changes in the competitive environment.

Mateusz Lewandowski presents the concept of the circular economy in relation to business models. Jan Polowczyk describes business model evolution under the influence of the sharing economy. Maria Cleofe, Giorgino Federico and Barnabé Nicola Paolicelli focus on the search for the missing link between the business model and strategy. Radoslav Jankal and Miriam Jankalová present worldwide business excellence models.

Krzysztof Ćwik, Janusz M. Lichtarski and Katarzyna Piórkowska pay special attention to the dependence on inter-organizational networks. Ligita Šimanskienė presents sustainable organizations: reality or myth? Marek Seretny shows the need to implement a sustainable economic model in the Polish market. James Pearson refers to low-cost subsidiaries by full-service carriers. Joanna Kurowska-Pysz examines a model of sustainable development of cross-border cooperation between organizations. Agnieszka Krawczyk-Sołtys identifies the level of knowledge management in Polish public hospitals.

Katarzyna Szczepańska-Woszczyna presents a multi-level approach to organizational relationships influenced by social media. Manuela Epure and Aurelian A. Bondrea present business activities in emerging markets based on the Romanian market.

Paulina Gajewska and Katarzyna Piskrzyńska examine the effectiveness of the standardization of customer service. Olha Kopylova and Natalia Bychkova present an assessment of the company and its dependence on the Ukrainian stock market infrastructure. Andrea Sujová and Katarina Marcineková identify key processes in order to optimize the efficiency of the process. Tadeusz Grzeszczyk presents a model of sustainable development of cross-border inter-organizational cooperation, drawing conclusions from the research.

The achievements of the anthology are:

  • determining key trends in the theory and practice of management science,
  • defining key ontological beings and their use in the dynamic management of modern companies,
  • presenting the new dimensions of strategic management as seen through the eyes of the international authors of individual chapters.
  • the possibility of applying solutions contained in the monograph.

The Editor and Authors hope that the presented combination of theory and practice will satisfy the needs of readers, in particular managers of modern companies, business consultants and researchers of phenomena in business.

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