Agnieszka Zakrzewska-Bielawska – författare

Strategies of enterprises evolve with the development of strategic management theory and new concepts, models, and outlooks that emerge with it. The concept of ambidexterity is a relatively new approach to business development strategies, which involves simultaneous exploration and exploitation activities to ensure the success of the company and a relatively sustainable competitive advantage. This begs the question as to whether the ambidextrous strategy is the right choice for all enterprises, and if not, what determines its choice. This book identifies and systematizes antecedents for choosing ambidextrous strategy, including factors related to the uncertainty of the environment, its dynamics, complexity, and unpredictability, intra-organizational factors, those related to resources, organizational structure, and behavioral context, as well as those related to strategic leadership. It examines the outcomes of implementing ambidexterity from the perspective of financial and market performance and assesses the choices of companies operating in Poland from the perspective of the impact that particular antecedents had and the outcomes achieved, providing knowledge and guidance on the circumstances in which choosing the ambidextrous strategy brings the best results. The book presents the research findings to date, the cognitive gaps that still exist, and the directions for further research. It is intended for scientific circles, doctoral and management students and a wide range of managers, who have to make difficult strategic choices aimed, on the one hand, at increasing the efficiency of the company and, on the other, at seeking new paths of growth.

Strategies of enterprises evolve with the development of strategic management theory and new concepts, models, and outlooks that emerge with it. The concept of ambidexterity is a relatively new approach to business development strategies, which involves simultaneous exploration and exploitation activities to ensure the success of the company and a relatively sustainable competitive advantage. This begs the question as to whether the ambidextrous strategy is the right choice for all enterprises, and if not, what determines its choice. This book identifies and systematizes antecedents for choosing ambidextrous strategy, including factors related to the uncertainty of the environment, its dynamics, complexity, and unpredictability, intra-organizational factors, those related to resources, organizational structure, and behavioral context, as well as those related to strategic leadership. It examines the outcomes of implementing ambidexterity from the perspective of financial and market performance and assesses the choices of companies operating in Poland from the perspective of the impact that particular antecedents had and the outcomes achieved, providing knowledge and guidance on the circumstances in which choosing the ambidextrous strategy brings the best results. The book presents the research findings to date, the cognitive gaps that still exist, and the directions for further research. It is intended for scientific circles, doctoral and management students and a wide range of managers, who have to make difficult strategic choices aimed, on the one hand, at increasing the efficiency of the company and, on the other, at seeking new paths of growth.

Paradoxical tensions are persistently inevitable in today’s complex organizational world. Therefore, managers should perceive them as a lens through which they see organizations and work through them. Reconciling paradoxes requires understanding their nature and appraising them. It also involves novelty and creativity in implemented tactics. Thus, to help managers navigate dualities and contradictions in their organizations, Management, Organizations, and Paradoxes presents a comprehensive overview of implementing the paradox theory from a distinct organizational standpoint in the Central and Eastern European (CEE) context. Beyond theoretical foundations, it integrates recent research findings and practical insights, providing rich knowledge for managing conflicting demands across diverse organizational dimensions. In addition, it unlocks new insights that can enrich academic discourse and guide practitioners in embracing a paradox mindset. It develops less-explored areas, such as paradox regarding sustainability in clusters, or digital and energy transition. It also explores paradox in human resource management, workplace learning, diversity, equity, and inclusion policy. It tests whether paradoxes have regional variation and provides insight from managerial practices in CEE. The authors prove that organizations embracing paradox can expand the scope of their opportunities and thrive.This monograph can serve as a scholarly guide for managers, academics, and Ph.D students, encouraging them to analyze and manage organizations from a paradox angle.

This proceedings volume provides a fresh perspective on current challenges in cooperation and coopetition in the age of Industry 4.0. Featuring selected papers from the 10th Conference on Management of Organizations’ Development (MOD) held in Zamek Gniew, Poland, this volume extends the knowledge of cooperation and coopetition, presents analytic tools used in the research, considers the potential impact of Industry 4.0 on collaboration, and provides recommendations for managerial practice.Interorganizational relations have been a relevant topic in the management sciences in recent years. Globalization, social, cultural, and technological progress are among the factors shaping the environment for collaboration, determining the conditions for development and defining a set of new challenges that managers have to face in today's knowledge-based economy. This book, therefore, explores emerging problems of organizational development in the light of the needs andchallenges of Industry 4.0. Combining the latest theory and practice, the volume provides a realistic outlook on the network economy and interdependencies both within and between sectors.