Business Models: Strategies, Impacts and Challenges


Adam Jabłoński (Editor)
Associate Professor, WSB University in Poznań, Faculty in Chorzów, Poland

Series: Business Issues, Competition and Entrepreneurship, Management Science – Theory and Applications
BISAC: BUS042000

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 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 a strong and competitive advantage. Value creation is another area of developing management science and practices, defining key factors underlying the conceptualization and operationalization of business models, strategies and business processes. The above mentioned concepts are nowadays widely discussed, creating a new dimension of strategic management.

This monograph consists of chapters focused on both theoretical and practical conditions of modern companies, specifically focused on building effective and efficient business models and strategies. This monograph primarily refers to new research perspectives which determine the new challenges of strategic management. The aim of the monograph 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 issues addressed in this book 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 to problems addressed in this 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. (Imprint: Nova)

Table of Contents

Table of Contents



Chapter 1. Conceptualization and Operationalization of a Strategic Hybrid with a Geometric Approach
Adam Jabłoński (Associate Professor, The Department of Management, the University of Dąbrowa Górnicza, Poland)

Chapter 2. Technopreneurship as a Business Driver to Designing of Business Models on the Creative Industry
Marek Jabłoński (Associate Professor, the Department of Management, the University of Dąbrowa Górnicza, Poland)

Chapter 3. Re-Designing Business Models: Proposal of a Method for Adapting Business Models to Changes in the Competitive Environment
Antonio Batocchio and Vinicius Minatogawa (College of Mechanical Engineering (FEM), State University of Campinas (UNICAMP), Brazil)

Chapter 4. Adjusting Business Models to Circular Economy – Key Challenges for Public Managers and Policymakers
Mateusz Lewandowski (Institute of Public Affairs, Jagiellonian University, Poland)

Chapter 5. Business Models’ Evolution under the Influence of the Sharing Economy
Jan Polowczyk (Poznan University of Economics and Business, Poland)

Chapter 6. Searching for the Missing Link Between Business Model and Strategy: The Integrated Reporting Perspective
Maria Cleofe Giorgino, Federico Barnabè and Nicola Paolicelli (Department of Business Administration, Finance, Management and Law, University of Milano-Bicocca, Italy, and others)

Chapter 7. Business Excellence Models in the World
Radoslav Jankal and Miriam Jankalová (University of Zilina, Slovakia)

Chapter 8. Addiction to Inter-Organizational Network. How Does Intensity of Network Relationships Affect Strategy and Structure of Node Organizations?
Krzysztof Ćwik, Janusz M. Lichtarski and Katarzyna Piórkowska (Wroclaw University of Economics, Poland)

Chapter 9. Sustainable Organizations: Reality or Myth?
Ligita Šimanskienė (Professor, Klaipėda University, Lithuania)

Chapter 10. Sustainable Enterprises and the Need of Implementation of a Sustainable Marketing Model in the Polish Market – A Synergy Between Sustainable Leadership, Responsible Consumption and Ethical Brand Image
Marek Seretny (Warsaw University of Technology, Poland)

Chapter 11. Low-Cost Subsidiaries by Full-Service Carriers: A Commercial Necessity or a Costly Waste?
James Pearson (Director of the Aviation Faculty, Basair Aviation College, Australia)

Chapter 12. Applications of Biologically Inspired Models in Project Evaluation
Tadeusz A. Grzeszczyk (Faculty of Management, Warsaw University of Technology, Poland)

Chapter 13. A Model of Sustainable Development of Cross-Border Inter-Organizational Cooperation, Conclusion from the Research
Joanna Kurowska-Pysz (University of Dąbrowa Górnicza, Poland)

Chapter 14. An Identification of Level of Knowledge Management in Polish Public Hospitals (Research Results)
Agnieszka Krawczyk-Sołtys (Faculty of Economics, Opole University, Poland)

Chapter 15. Context For Innovation: Multi-Level Approach to the Organizational Relationships Influenced by Social Media
Katarzyna Szczepańska-Woszczyna (The University of Dąbrowa Górnicza, Faculty of Aplied Sciences, Department of Management, Poland)

Chapter 16. Doing Business in Emerging Markets. The Case of Romania
Manuela Epure and Aurelian A. Bondrea (Spiru Haret University, Academy of Romanian Scientists, Spiru Haret University, Romania)

Chapter 17. Efficiency of Standardization of Customer Service
Paulina Gajewska and Katarzyna Piskrzyńska (University of Bielsko-Biala, Department of Management, Faculty of Management and Transport, Poland)

Chapter 18. Evaluation of the Company and its Dependance on the Ukrainian Stock Market Infrastructure
Olha Kopylova and Natalia Bychkova (Odessa National University named after I.I. Mechnikov, Ukraine)

Chapter 19. The Identification of Key Processes for Optimizing Process Effectiveness
Andrea Sujová and Katarína Marcineková (Technical Univerity in Zvolen, Zvolen, Slovakia)

About the Editor


The book was written for:
· Managers
· Scientists
· Entrepreneurs
· Enthusiasts of management sciences

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