Abstract:

In the article the problems related to recommending the employer by employees are presented. It is described as the example of employees’ prosumption activity. Transmitting their opinions about the organization as the employer they become the co-creators its image which is one of the key non-material marketing values. The article has theoretical-empirical character. In the theoretical part the essence of prosumption is presented. The special attention is paid to fact that in the literature this appearance is linked with consumption products not with personnel activity. In the empirical part the results of the field researches on recommending employer and its relation determinants are presented. The statistical analysis in the form of correspondence analysis method has been used to these results. It allows to estimate the dependences between analysed variables, to define the power of identified dependences, to show their character, to sort the relation determinants of recommending in the hierarchical system etc. All of the analysed dependences are significant in the statistically meaning. The stronger dependence exists in the case of vertical relation variable in the comparison to the dependence between recommending employer and horizontal relation variable. Of course each of type of organizational relations should be supported by employer because it influences on employees’ identifying with the organization which is the key determinant of the column variable.

Abstract:

A review of online literature refers to an important number of relevant examples about Social Entrepreneurship. Basic papers shed new light on some ideas, taking into account the role of individual creativity and, among others, social networks, all put in the context of becoming an entrepreneur. The examples are associated with surviving the most important, critical first years, naturally both in urban and rural areas. Nowadays, creativity has a huge impact on start-ups in urban areas; it is a place where the environment is even more supportive and competitive. The rule does not apply in rural areas. It is generally known that creativity does not increase the chances of being successful. But we all know that the purpose of social networks in rural areas is to create stronger ties and to increase the number of supporting institutions. Scientists write about the so called “birth of social entrepreneurship”; the term evokes the needs, as well as opportunities and perceived necessities. Current theories that fit in entrepreneurship research lean towards addressing the entrepreneurial venture’s capacity to explore, rec­ognise, and exploit all possible opportunities. There are even voices that claim that social entrepreneurial ventures provide results and actions in response to the needs of the society. However, the research conducted over time has shown the relevance of the notion of “perceived necessities” and “mobilizing human capital; also, in an industrial environment, social capital has a huge impact on the possibility of obtaining high level of results when it comes to entrepreneurial actions”. Entrepreneurship, within its basic meaning, is well known as a critical enabling driver for entire business enterprises and, in addition, for the economic growth of numerous nations. As a result, promoting entrepreneurship has become an important concern among scientists, academic scholars and business practitioners. Each scientific area has a promise, at least an objective. According to some researches, capitalism can be re-defined by social innovation and social entrepreneurship. A successful enterprise becomes a new model for the society. It comes with a social reform, looking for the greatest happiness among the greatest number of people involved.

Abstract:

The goal of this article is to discuss the significance of human capital in the process of building the strategy of social responsibility and the role of personnel marketing in the process. Dynamically changing social environment has enforced a new way of looking at non-material resources. Organizations have understood that it is human capital and social competences that have a significant impact on the creation of an organization’s value, generating profits, as well as gaining competitive advantage in the 21st century. Personnel marketing is now a key element in the process of implementation of the CSR concept and building the value of contemporary organizations, especially such unique organizations as scientific units. In this article you will find a discussion concerning the basic values regarded as crucial by the Central Mining Institute in the context of their significance for the paradigm of social responsibility. Such an analysis was carried out on the basis of the experiences of Central Mining Institute (GIG) in the development of strategic CSR, which takes into consideration the specific character of the Institute as a scientific unit.

Abstract:

Some sophisticated medical applications, including advanced therapeutics with monoclonal antibodies, stem cells, and gene therapies are currently available in clinical trials. More revolutionary technologies are coming soon and will be marketed by the best technically advanced companies in the world. R&D companies with a much smaller indicator of technological progress and organizational efficiency, but with a great desire to become a major player in this industry, will also compete for a share of this market. However, in order to become a fixture in the changes initiated, both must constantly learn and be more innovative. In the current market situation, a hypercompetitive economy with the entrepreneurs’ focus on the prosumer, creativity is becoming extremely important in achieving final success. Creativity, which is the result of proper knowledge management, especially in science. The market value of R&D companies and their further future depends to a large extent on the prosperity of knowledge transfer. The most important role in the process of knowledge transfer is played by information and communication technologies (ICT) and tools for continuous improvement. If companies implement these efficiently and safely, they can develop and benefit from competitive advantages for a very long period of time. Such an approach would give them the possibility of reducing the cost and time to deliver new products to market, and create a new platform to generate innovative products. This is a new perspective for R&D businesses, and a great opportunity for institutions in the biomedical arena to become part of the upcoming bio-revolution.

Abstract:

Creating a technology platform facilitating the process of knowledge and technology transfer is one of the ways to strengthen the ties between the R&D sector and industry. Technology platform is a tool supporting marketing activities undertaken at research organisations, which enables effective implementation of research results. Concurrently, it also helps one to identify actual market needs and requirements as far as innovative technologies are concerned. Within the platform, innovative product and process technologies are promoted and effective technology transfer mechanisms and structures are established and assessed. Besides, the platform enables the analysis of potential innovation development directions rooted in the actual market needs and economic trends. The articles presents good practices in the activity of a technology platform developed at a R&D organisation and gives an overview of successful cooperation with industry enhancing commercialisation of research results.

Abstract:

W rozwoju współczesnej gospodarki dostrzegalny jest nowy trend, zwany „rewolucją innowacji”. Płynące z niej korzyści mogą być maksymalizowane dzięki racjonalnemu podejściu do zarządzania działalnością innowacyjną i zarządzania wiedzą, która jest traktowana jako źródło innowacji. Korzyści te mogą być także maksymalizowane dzięki systemowemu połączeniu nauki z przemysłem i potrzebami indywidualnych klientów w procesie tworzenia wartości. Treścią publikacji jest więc koncepcja metodycznego podejścia do zarządzania działalnością innowacyjną w organizacjach naukowych i badawczo-rozwojowych, ze szczególnym akcentem na komercjalizację innowacji, i wykorzystania wiedzy jako źródła innowacji. Zaproponowano więc trzy modele podejścia do zarządzania:

• model racjonalnego zarządzania organizacją,
• model koncepcyjnej struktury zarządzania działalnością innowacyjną,
• model integracji zarządzania wiedzą i innowacjami.

Zarządzanie zgodne z zaproponowanymi modelami pozwoli optymalnie wykorzystać zasoby różnych organizacji do tworzenia wartości materializowanej w innowacjach, zwłaszcza w kontekście względnie niskiego wpływu uniwersytetów i organizacji badawczych na tworzenie pomysłów innowacji.