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3079 results in Jagiellonian University Press

Page 56 of 154

  • Working Group's Value Orientation within a Construction Company

  • Edited by Barbara Kożuch, Katarzyna Sienkiewicz-Małyjurek
  • Book:
    Faces of Contemporary Management
    Published by:
    Jagiellonian University Press
    Published online:
    22 December 2017
    Print publication:
    01 June 2016, pp 23-40

  • Summary

    Abstract

    Background. Unsuccessful search of suitable employees for working groups is the largest obstacle in development of a construction business. Knowing, that employees are the most important resource, managers (owners) of business organisations are confronted with a serious problem to retain high quality specialists. A model of forming universal working group's value orientation is offered in this article. By applying it, goals of the organisation may be reached through consciously created orientation of values of the working group. During the process of adaptation and training, it is recommended to involve new employees into the process of values contamination and assimilation. The manager of the group must form (and retain) such orientation of values, which would provide members of the group with satisfaction of the performed task and would not disturb each personal goals.

    Research aims. Research aim is to make a model of the working group's value orientation within a construction company and inspect it using research.

    Methodology. Method analysis of scientific literature; quantitative research - written quiz (questionnaire). Questionnaire, processing of results and analysis were used.

    Findings. After assessment of the working group's value orientations within a construction company it is possible to state, that employees like to work in a group, where regularity and honesty of the employee is appreciated, possibilities of constant development exist, the group is distinguished by oneness, the group's value orientation is understandable and acceptable to all of its members, and all members seek for a general goal.

    Keywords: value orientation, working group, construction company.

    INTRODUCTION

    In case of a lack of qualified construction employees, competition of such resources between construction organisations shall increase. Since builders are the most important factor in organisations of such nature, managers (owners) of business organisations are confronted with a serious problem of searching for highly qualified employees and their integration into the working group. Qualified, educated employees, or those possessing great work experience do not always entrench in working groups for various reasons. Companies try to attract employees, who often work at their competitor's company. Higher wages, education of personnel, and search of suitable employees are necessary to this aim.

  • The Impact of Organisational Culture on the Performance of a Lithuanian Clinical Lab

  • Edited by Barbara Kożuch, Katarzyna Sienkiewicz-Małyjurek
  • Book:
    Faces of Contemporary Management
    Published by:
    Jagiellonian University Press
    Published online:
    22 December 2017
    Print publication:
    01 June 2016, pp 99-112

  • Summary

    Abstract

    Background. Lithuanian and foreign researchers have carried out extensive studies of the impact of an organisational culture on the performance of business enterprises. A strong organisational culture in a healthcare institution is also believed to lead to a good reputation of an institution and its better performance. However, it is not clear what quantitative parameters could be used to define the organisational culture in a healthcare institution and which specific performance indicators are affected by it.

    Research problem. which quantitative parameters can be used to assess the organisational culture of the divisions of a clinical lab (hereinafter: Lab) and how does the performance of an institution depend on its organisational culture?

    Research object. the organisational culture in the Lab divisions and their performance.

    Research aims. to establish the impact of the organisational culture on the performance of the Lab divisions.

    Methodology. analysis of internal and external information sources of the Lab by means of a questionnaire survey, a structured interview, and the processing and analysis of the findings.

    Findings. As established, an organisational culture in a healthcare institution tends to inspire and motivate its staff to deal with common problems, to feel responsibility, and to pursue common goals of individual staff members and the organisation. Successful Lab divisions boast a strong organisational culture which makes a positive impact both on individual performance elements and on the overall performance. The Lab-declared policy is focused on quality performance as the most important value of the organisation. The better the organisational culture, the more intensive the activities of the Lab are, however, the dependence of the number of medical tests to be performed by one staff member on the organisational culture is weak.

    Keywords: organisational culture, healthcare, impact, performance.

    INTRODUCTION

    An organisational culture shall be defined as the synthesis of art, science, and religion. It helps to guide the organisational activities in the right direction and covers the values of the organisation under which a satisfactory solution to the problem is found. Contemporary executives have started to identify an organisational culture with a powerful strategic tool which directs people towards common goals, promotes initiative, and attracts and motivates people.

  • Strategy of Organisational Development: A Case Study of Utrecht University

  • Edited by Barbara Kożuch, Katarzyna Sienkiewicz-Małyjurek
  • Book:
    Faces of Contemporary Management
    Published by:
    Jagiellonian University Press
    Published online:
    22 December 2017
    Print publication:
    01 June 2016, pp 143-154

  • Summary

    Abstract

    Background. Contemporary universities functioning in the conditions of intensifying globalisation and competition are looking for effective methods of increasing their competitive advantages. A clearly denned and consistently implemented SHRM strategy plays an important role in this process.

    Research aims. The objective of this paper is to identify good practices of European universities in the area of strategic human resources management. The author has tried to acquire answers to two basic questions: On the basis of published documents, is it possible to identify examples of the execution of specific HRM strategies at European universities? What elements should such strategies comprise, so that universities could combine the fulfilment of their fundamental functions with modern management techniques?

    Methodology. The analysis is based on the results of the author's study of literature on the subject as well as qualitative research based on a particular case. The research presented in this paper constitutes a part of a wider research programme.

    Findings. The conducted research has allowed the identification of a specific HRM strategy in the area of organisational development at Utrecht University. The paper discusses the elements and stages of this strategy. In conclusion, the author emphasises that, in the Polish conditions, such a strategy would require considerable modifications.

    Keywords: strategic HRM (SHRM), organisational development (OD), university management.

    INTRODUCTION

    Effective management of a university in the 21st century is an enormous challenge for managers which results, among other things, from the changes in economic, social, and demographic processes as well as the development of new and innovative sectors of the economy. This challenge obliges university managers to develop and implement strategic activities which will guarantee an institution's organisational development irrespective of changes in its environment. The adoption of an organisational development strategy may ensure great prestige and competitive advantage for a university in the long term. An organisation acquires involvement, attachment, and loyalty of its employees, while the latter are provided with a possibility of safe employment, better working conditions, and development opportunities.

  • Examination of the Corporate Social Responsibility to Internal Factors of Corporate Managers

  • Edited by Barbara Kożuch, Katarzyna Sienkiewicz-Małyjurek
  • Book:
    Faces of Contemporary Management
    Published by:
    Jagiellonian University Press
    Published online:
    22 December 2017
    Print publication:
    01 June 2016, pp 69-86

  • Summary

    Abstract

    Background. In the last few years not only the economists but also researchers from other fields such as law, media, etc. have been interested in corporate social respon-sibility. The relevance of the topic and the realisation of corporate responsibility were not only observed from a theoretical point of view, but also from practical points. Therefore, it can be clearly stated that CSR has become one of the most popular research topics in recent years, however, it seems that the competencies of the corporate leaders from CSR approach is a rather neglected research topic.

    Methodology. The present research is devoted to this research topic through a quantitative primary research in order to have an insight into this area as well.

    Findings. The detailed and complex study of the inner factors of the corporate leaders (both of their individual values and attitudes) reveals that self-enhancement shows a positive linear correlation with responsible corporate management among the Hungarian leaders of SMEs, and certain attitudes (altruistic benefit, moral benefit, and CSR≠PR attitudes) have determining roles, however, not exclusive.

    Keywords: individual value, corporate social responsibility, CSR attitude, corporate managers.

    INTRODUCTION

    In the last few decades, especially in the 1990s, corporate social responsibility and business ethics have become important concerns in the global business world.

    The topic has been examined from a different aspect, however, because of its constant change and development it remained a topic of interest in the scientific life. The social responsibility of corporations has become such a multidisciplinary science that many disciplines show interest in it e.g.: politics, political theory, media, finance, law, marketing, and business theory. Topic related articles can be even read in the daily newspapers, while articles related to corporate social responsibility can be found in the issues of the Financial Times every second day.

    There are more and more corporations that voluntarily decide to take on such strict social and environmental regulations that go beyond the regulations of the country they operate in. It can be explained by the fact that corporate decisions not only influence the direct environment of the corporation, but also the society. CSR is a complex management approach, which has its impact on all aspects of business activities and on the competitiveness of the corporation.

  • Fostering Responsible Business Conduct in Foreign Direct Investment in CEE Countries. The Role of the State

  • Edited by Barbara Kożuch, Katarzyna Sienkiewicz-Małyjurek
  • Book:
    Faces of Contemporary Management
    Published by:
    Jagiellonian University Press
    Published online:
    22 December 2017
    Print publication:
    01 June 2016, pp 59-68

  • Summary

    Abstract

    Background. Multinational companies are seen as the key players of global markets. Despite the growing power of business and multinational corporations, the state has the role to play in the execution of responsible and lawful behaviour of companies through employment of a variety of measures e.g. legal provisions, judicial mechanisms, and internationally recognised soft law standards.

    Research aims. The aim of this article is to discuss the role of the state in providing the framework ensuring responsible business conduct through the implementation of the OECD Guidelines for Multinational Enterprises and effectiveness of functioning of the OECD National Contact Points (NCPs) as tools for observance of corporate behaviour.

    Methodology. The argumentation presented is based on literature review, conference materials, documentary and internet sources analysis and synthesis, as well as interviews conducted with representatives of the OECD National Contact Points located in selected CEE countries and Western Europe.

    Keywords: corporate social responsibility, foreign direct investment, OECD Guidelines for Multinational Enterprises.

    INTRODUCTION

    Globalization, internationalisation of business, and the processes of privatisation of the state function, shifted the power from the state to the market, whereas multinational companies (MNC) have been perceived as the primary shapers of contemporary global economy. According to Dylus, the crisis of state structures is caused by unilateral dynamics of economic growth rooted in the lack of proportion between politics, economy, and society. Foreign direct investment (FDI) is considered as a measure of activities of MNC. The state uses various strategies to attract FDI, that plays an important role in development of economies especially in the context of technology transfer, improvement of productivity, creation of workplaces, transfer of managerial skills, and gaining access to global markets. That was also the case of Central and Eastern European (CEE) countries that remain attractive areas to establish business operations. Despite certain benefits associated with MNC's, some shadows also emerge mostly in the area of violations of human rights, tax evasion, environmental pollution, etc. The need for greater transparency and accountability of MNCs seems to be getting high priority in the global debate on socially responsible business, especially in the context of the upcoming legislation on non-financial reporting of enterprises.

  • Shaping Trust in Public Schools

  • Edited by Barbara Kożuch, Katarzyna Sienkiewicz-Małyjurek
  • Book:
    Faces of Contemporary Management
    Published by:
    Jagiellonian University Press
    Published online:
    22 December 2017
    Print publication:
    01 June 2016, pp 113-130

  • Summary

    Abstract

    Background. The rationale behind the selection of the topic are the shifts that occur in education institutions. The uncertainty of the environment, progressive demographic de-cline, and the requirement of remaining competitive are driving schools to seek new ways to survive and present an attractive prospectus. One of the challenges faced by schools, and at the same time a legal obligation imposed by the legislation governing education, is the openness of schools to the environment - understood as the establishment of collaboration by the school with its local environment. The literature emphasises that openness to the environment proves to be one of the factors strengthening trust in the organisation. Trust is crucial in shaping mutual relationships between an organisation and its environment. The paper assumes that the prerequisite for engendering trust on the part of candidates and their parents is the appropriate fulfilment of the mission by schools through their efficient management, which maybe easily discerned when observing the quality of education.

    Research aims. The paper strives to assess the impact of trust in schools on the enrolment results and to identify which principal contributors to trust are used in the practice of Polish schools.

    Methodology. Accomplishing the objective of the paper was made possible by an analysis of the body of literature devoted to public trust, complemented by empirical studies. The studies were conducted on a targeted sample selected in an expert manner, comprising public upper-secondary schools located in the territory of the Silesian agglomeration. These studies used a structured interview methodology. The survey covered students in the first year of three upper-secondary schools (N = 15), their parents (N = 30), and principals of upper-secondary schools (N = 3). While selecting students for the survey, winners and finalists of Olympiads and competitions for schools were taken into consideration.

    Key findings. The research process led to the conclusion that trust in schools has a direct impact on their enrolment results. Moreover, the findings show the degree to which the primary trust factors are harnessed in upper-secondary education institutions. Further in-depth research requires identification of interdependencies between trust and enrolment success of the school in the context of its ongoing collaboration with partners. After all, trust management constitutes a promising field of challenges for further detailed scientific research.

  • Introduction

  • Edited by Barbara Kożuch, Katarzyna Sienkiewicz-Małyjurek
  • Book:
    Faces of Contemporary Management
    Published by:
    Jagiellonian University Press
    Published online:
    22 December 2017
    Print publication:
    01 June 2016, pp 7-10

  • Summary

    In modern management, that is mainly focused on organisational innovations and effective managing of people, the importance of uncertainty, dynamics of changes, and risk in the right functioning of organisations are emphasised. These conditions relate to the private sector as well as public and non-governmental organisations. Together with the scarcity of resources they generate the need for using contemporary man-agement concepts. Essential importance is attached to the human factor operating in the network of relationships. Moreover, the holistic orientation alongside the ability to analyse the functioning of organisation specific areas, as well as using appropriate management methods become necessary. However it is difficult to analyse specific areas of an organisation without taking into account the dynamics of political, organisational, and social factors. Therefore, the faces of contemporary management relate to a vast range of methods directed at ensuring effectiveness in functioning of organisations.

    In this book, attempts were made to reflect the current research trends in management sciences. For this purpose, the publications focused on three main research fields. The first of these refers to the Human Resource Management, the second to Corporate Social Responsibility, and the third takes into account contemporary management methods. Articles included in this study concern both the theory and practice of contemporary management.

    The first chapter by Barbara Mazur refers to the Green Human Resource Management with emphasis on the Green Work Life Balance. The author presents in it the sustainability in Human Resources Management, sociological, psychological, strategic, and “green” approach to the analysed subject and interactions between life and work domains. She focuses on green work-life-balance policies. As a result, she finds that Sustainable HRM is conditioned by the relations between individual model approaches.

    In the second article Algirdas Giedraitis and Rimantas Stašys explore working group's value orientations within a construction company. They show the value orientation, value of group working, the most important professional values, and the hierarchical structure of value formation. In the article, a model of forming value orientation within the working group is developed. The authors also conduct a quantitative analysis of factors of the developed model. In the conclusions they state that presently factors related to value orientations are a basis of work in a group.

  • 3 - Dynamic capabilities perspective

  • Edited by Marta Najda-Janoszka
  • Book:
    Dynamic Capability-Based Approach to Value Appropriation
    Published by:
    Jagiellonian University Press
    Published online:
    20 December 2017
    Print publication:
    01 May 2016, pp 71-110

  • Summary

    The dynamics of the environment, observed and experienced through a more and more intensive globalization, integration and interdependence of markets, forces firms toward incorporation of that dynamics into their strategic management in order to grow, and most importantly to survive (D'Aveni, 1994; Banaszczyk & Cyfert, 2007). A strategic attempt to effectively exploit changes in the environment needs to be supported by inevitable modifications in deployed patterns of action. Thus, a thorough understanding of development of competitive advantages in such unstable conditions requires an approach that directly addresses the problem of change. An emerging concept of dynamic capabilities represents a relatively new and promising approach to explore strategic renewal (Cyfert, 2012), since it is characterized by an inherent focus on change. The field has been generating a significant and systematic growth of scholarly attention. Outcomes of that research effort confirm a substantial move forward on a developmental path of dynamic capabilities from a vague and obscure concept toward a cohesive paradigm. However, despite that remarkable flow of research, the framework still retains some unsolved issues and inconsistencies regarding its core elements. Thus, this Chapter aiming at providing a comprehensive view of the state of art is organized as follows. Firstly, the discussion concerns a theoretical grounding of the dynamic capabilities perspective in order to capture the complexity of the framework by recognizing multisource flows of theoretical contributions. Further, this broad base of theoretical foundations of the dynamic capabilities perspective is used as a point of departure for analyzing terminological issues. Clarification on key concepts and terms used in the dynamic capabilities perspective is followed by a thorough operationalization of the construct. Based on a review of seminal approaches presented in the literature a cohesive interpretation is attributed to relations between the overall construct and its components, and among the components as well. Finally, the Chapter presents an overview of the extant empirical studies on dynamic capabilities in order to characterize main directions of exploration in the field and to identify underdeveloped areas.

    DEFINING DYNAMIC CAPABILITIES

    It is quite challenging to define a newly introduced concept such as the dynamic capabilities perspective in a way that is at once precise and comprehensive. For one part, the perspective is still at a relatively early stage of development, for the other part its development is driven by contributions from diverse fields.

  • 1 - Introduction

  • Edited by Marta Najda-Janoszka
  • Book:
    Dynamic Capability-Based Approach to Value Appropriation
    Published by:
    Jagiellonian University Press
    Published online:
    20 December 2017
    Print publication:
    01 May 2016, pp 9-16

  • Summary

    BACKGROUND OF THE STUDY

    In the field of strategic management the main enduring question concerns how firms generate and sustain a competitive advantage. The extant literature provides a wide array of diverse propositions, reflecting a heated debate on the relation between value creation and value appropriation (Hansen, 2008). Nevertheless, this on-going discussion is strongly affected by difficulties in reaching a conceptual consensus on the understanding of the generic concept of value (Bowman & Ambrosini, 2000; Pitelis, 2009; Lepak et al., 2007; Mazur, 2011). Consequently, for some scholars value creation is a more important perspective for investigating long term performance of an organization than the one of value appropriation, as the former represents a key driver of discovery, continuous innovation, economic development and adaptive efficiency (Moran & Ghoshal, 1997). In contrast, other research works point at capture as a more pertinent concept for exploring competitive advantage of firms, since value appropriation makes a direct impact on the profitability of an organization (Coff, 1999; Makadok & Coff, 2002). However, between those radical stances there is also a recently developed, balanced perspective that emphasizes the interrelationship and possible trade-off s between value creation and value capture, and the fact that both refer to necessary but insufficient conditions for an effective long term performance of a firm (Mizik & Jacobson, 2003; Ellegaard et al., 2009). By stressing interdependency and continuity, this balanced view is the most promising direction for investigating dynamics of both processes. There is a growing number of studies focused on exploration of the interplay between forces of competition and cooperation that affects value creation and appropriation processes (e.g. Zakrzewska-Bielawska, 2013; Czakon, 2012; Czakon & Rogalski, 2012; Cygler, 2009; Stańczyk-Hugiet, 2011; Jankowska, 2012). However, although extant research provides useful insights concerning dyadic coopetitive relations, the impact of redundancy of resources on the balance of competitive and cooperative forces, the impact of structural context on the dynamics of performed cross-organizational activities, the majority of published studies are in fact focused on value co-creation. Thus, a review of extant management literature confirms that developed frameworks and concepts provide a quite comprehensive picture of the dynamic nature of value creation, whereas value appropriation has received much less scholarly attention.

  • 7 - Conclusions

  • Edited by Marta Najda-Janoszka
  • Book:
    Dynamic Capability-Based Approach to Value Appropriation
    Published by:
    Jagiellonian University Press
    Published online:
    20 December 2017
    Print publication:
    01 May 2016, pp 183-190

  • Summary

    This study aimed to enhance the understanding of a complex and context- -bound process of value appropriation by deploying the dynamic capabilities perspective. This aim consisted of two integral modules:

    – the conceptual objective – conceptualization and operationalization of organizational capabilities that enable shaping configurations of value appropriation mechanisms, and

    – research objective – providing a rich qualitative evidence of routinebased approach to replication of effective value appropriation practices and alternation of existing action patterns in response to perceived threats and opportunities.

    In the light of the theoretical discussion presented in Chapter 2 and 3, formulated dynamic capability-based framework of value appropriation in Chapter 4, and findings presented in Chapter 6, it can be stated that these aims have been achieved. Formulated framework builds on the extant knowledge presented in the contemporary literature in the field of strategic management and on a rich evidence obtained during empirical research of this study. A high quality research based on a multiple case design enabled gathering a highly informative, rich and diverse collection of features and data, which were necessary to provide reliable answers to key research questions:

  • How does a perception of a selection factor affect the way a firm introduces changes into existing practices of value appropriation?

  • Does the pattern branching response to identified opportunities or threats tend to be structured along activity clusters of dynamic capabilities?

  • How do contextual conditions affect the content and implementation of a response?

    • Obtained results provided ample answers to formulated research questions, and consequently confirmed the line of reasoning underlying the formulated dynamic capability-based framework of value appropriation. The usefulness of the insights provided by conducted research refer to the theoretical dimension of the strategic management field as well as to the practical dimension of business performance. Moreover, indicated limitations opens up directions for future research exploration. More detailed description of those contributions is presented in the following chapters.

    THEORETICAL CONTRIBUTION

    Given that the conceptual location of the research problem was defined in reference to the field of strategic management (Cyfert et al., 2014), therefore value and usefulness of provided insights are also referred to that field:

  • The first and the foremost, original contribution concerns the formulated dynamic capability-based framework of value appropriation that enables conceptualization and exploration of value capture from a dynamic perspective, beyond a point of transaction.

  • 6 - Case studies

  • Edited by Marta Najda-Janoszka
  • Book:
    Dynamic Capability-Based Approach to Value Appropriation
    Published by:
    Jagiellonian University Press
    Published online:
    20 December 2017
    Print publication:
    01 May 2016, pp 145-182

  • Summary

    Collected evidence was analyzed by a pattern matching technique, which involves an iterative comparison of a theoretically derived pattern described as a dynamic capability-based framework of value appropriation with an actual pattern in the empirical data. Guided by the replication logic, data analysis process consisted of two steps: within-case analysis, and cross-case analysis, which are presented in the following chapters.

    WITHIN CASE ANALYSIS

    Instead of extensive narratives, subsequent chapters present a theory oriented descriptions organized around key issues: profile and outline of the history of the firm; core knowledge area; characteristics of isolating mechanisms; activity clusters of dynamic capabilities; and ad hoc problem solving.

    CASE A

    Firm A has been on the market for 11 years (founded in 2004) and since its foundation it has specialized in the field of advanced IT based solutions for incentive marketing (motivation programs dedicated to personnel or business partners, not final customers). The company offers development (customer data analysis, mechanics of the program, budget, graphic materials, IT system, a collection of awards, training in the use of created solutions, legal and tax advice) and implementation of complex incentive programs (integration with logistics system, appointing permanent program coordinator, providing IT support, hotline, monitoring activity of the participants, collecting and archiving of data, budget control, tax services, reporting, etc.). The very beginning of that business activity was described as “just a few committed people sharing a common vision that runs the whole project.” Start-up period coincided with very favorable market conditions associated with a dynamic economic growth observed in Poland. During the first five years the company experienced a very rapid growth, in terms of the quantity and the value of realized projects. The turnover was systematically increasing around 30 to 45 percent a year. Firm was growing also in terms of its tangible and human assets. Starting with only 4 people on temporary contracts, in 2010 the average employment reached 23 people on permanent contracts. Meanwhile, Firm A moved from a rented office to its own spacious building corresponding to the growing needs of the firm in respect to conducted operations: open space for project managers and co-workers, logistics and storage area, server room, etc.

  • 2 - Strategic management approach to value appropriation

  • Edited by Marta Najda-Janoszka
  • Book:
    Dynamic Capability-Based Approach to Value Appropriation
    Published by:
    Jagiellonian University Press
    Published online:
    20 December 2017
    Print publication:
    01 May 2016, pp 17-70

  • Summary

    As value stands for a central purpose of economic activity and a cornerstone of economic thought (depicted as utility) it became a key term underpinning contemporary business studies by replacing product as the object of production and exchange. Firm performance is shaped by value creation and its appropriation (Mizik & Jacobson, 2003; Ellegaard et al., 2009; Czakon, 2012). Those intertwined processes have received an immense scholarly attention, yet the extant body of knowledge on management does not provide a comprehensive picture of value appropriation that captures its dynamic nature (Ellegaard et al., 2009; Czakon, 2012). Thus, the aim of this chapter is to disentangle value appropriation as an object of theoretical inquiry and empirical analysis. Hence, presented discussion concerns the notion of value in the strategic management field, starting with a generic definition of the term and then shifting the focus toward the interrelation and a non-linear occurrence of processes of value creation and value appropriation. Drawing on the assumption that both processes are separable at conceptual and analytical level, following two sections introduce the concept of value creation according to a contingent perspective. Acknowledging contingency conditions the next section explores the nature and the underlying logic of the concept of value appropriation in the strategic management field. That introduction to the contemporary understanding of the concept is followed by a detailed picture of the state of art on the subject, which is discussed in the next four sections. Presented reflections are based on a thorough review of seminal contributions referring to the industrial organization perspective, game theory conceptualizations, the resource based view of the firm and the profiting from innovations perspective. Thus, provided insights pertain not only to the field of management but also economics. In order to map those broad intellectual roots in a comprehensive and appealing way, conclusions formulated in the final section of this chapter are enhanced by a scheme illustrating interconnections between discussed theoretical contributions.

    THE CONCEPT OF VALUE IN STRATEGIC MANAGEMENT

    This section provides the foundations for understanding the concepts of value creation and value appropriation. Therefore, discussion begins with valuable insights to the the notion of value in the strategic management field. This generic concept is then conceptually dissagregated into value creation and value appropriation processes.

Dynamic Capability-Based Approach to Value Appropriation
  • Edited by Marta Najda-Janoszka
  • Published by:
    Jagiellonian University Press
    Published online:
    20 December 2017
    Print publication:
    01 May 2016
  • Extant management literature provides a quite comprehensive picture of the dynamic nature of value creation, whereas value appropriation has received much less scholarly attention. The number of research works devoted to the complex issues of value receiving, protecting and retaining is at the moment relatively modest, concerning both theoretical and empirical dimension. There is a paucity of coherent theoretical frameworks providing insights into the dynamic nature of value appropriation. This book addresses the gap in the body of strategic management literature by providing a dynamic capability-based framework of value appropriation, discussed on a theoretical level and deployed in an empirical investigation.

  • 5 - Research methodology

  • Edited by Marta Najda-Janoszka
  • Book:
    Dynamic Capability-Based Approach to Value Appropriation
    Published by:
    Jagiellonian University Press
    Published online:
    20 December 2017
    Print publication:
    01 May 2016, pp 129-144

  • Summary

    Categories guiding the analysis of the study are justified theoretically in the previous Chapters 2, 3, and 4. However, a high quality research requires also a clear explanation of methodological choices made. Proper application of scientific procedures enables translating obtained evidence into original contribution to the existing stock of knowledge. Acknowledging the importance of research methodology it is worth recalling the words of Karl Pearson (1900, p. 12), who underlined that “[as] the field of science is unlimited (…) the unity of all sciences consists alone in its methods, not its material.” Given that to the best of author's knowledge there is no published analysis approaching value appropriation with the dynamic capabilities framework and facing the fact that multidimensional concept of dynamic capabilities generates considerable challenges for empirical research (Zahra et al., 2006; Pavlou & El Sawy, 2011), ensuring methodological rigour is a prerequisite for a proper accommodation of the complexity of investigated problem. Therefore, the aim of this Chapter is to present not the mere steps adopted in studying research problem, but primarily the logic behind them, remembering that “if (…) work gives a description of phenomena that appeals to his imagination rather than to his reason, then it is bad science” (Pearson, 1900, p. 10). Hence, the Chapter starts by discussing the philosophical underpinnings of the study, since adopted philosophical stance implies far-reaching consequences with regard to the used methodology. After that, the research design of the study is introduced. It embraces the main assumption, objectives of the study, research questions, used research method and description of deployed research procedure. Given the choice of qualitative approach and multi-case design research, the next section presents the criteria used for theoretical sampling. A brief description of resulting set of five case studies is followed by an exhaustive explanation of methods used for gathering data. Recognizing the challenges concerned with generalization from the case study research, the final section provides a thorough description of the research technique used for data analysis.

    PHILOSOPHICAL UNDERPINNINGS

    Approaching a new area of scientific exploration with an aim to explain links not addressed before (Gilbert, 2005), requires a thoughtful choice of an appropriate paradigm to ensure a high quality research. The importance of that decision stems from the fact that each paradigm represents a distinct yet cohesive system of ontological, epistemological and methodological elements.

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