- Volume 10 Issue 1 pp. 1-94 (31 March 2016)
- Volume 10 Issue 2 pp. 95-186 (30 June 2016)
- Volume 10 Issue 3 (special issue) pp. 187-282 (30 September 2016)
- Volume 10 Issue 4 pp. 283-380 (31 December 2016)
- Volume 9 Issue 1 pp. 1-108 (31 March 2015)
- Volume 9 Issue 2 pp. 109-244 (30 June 2015)
- Volume 9 Issue 3 pp. 245-384 (30 September 2015)
- Volume 9 Issue 4 pp. 1-545 (31 December 2015)
- Volume 8 Issue 1 pp. 1-118 (31 March 2014)
- Volume 8 Issue 2 pp. 119-242 (30 June 2014)
- Volume 8 Issue 3 pp. 243-348 (25 September 2014)
- Volume 8 Issue 4 pp. 349-452 (28 December 2014)
- Volume 7 Issue 1 pp. 1-109 (15 March 2013)
- Volume 7 Issue 2 pp. 1-98 (25 June 2013)
- Volume 7 Issue 3 pp. 1-124 (26 September 2013)
- Volume 7 (special issue) pp. 1-499 (2 October 2013)
- Volume 7 Issue 4 pp. 1-138 (30 December 2013)
- Volume 6 Issue 1 pp. 1-97 (31 March 2012)
- Volume 6 Issue 2 pp. 1-90 (25 June 2012)
- Volume 6 Issue 3 pp. 1-86 (29 September 2012)
- Volume 6 Issue 4 pp. 1-60 (7 December 2012)
- Volume 5 Issue 1 pp. 1-91 (30 March 2011)
- Volume 5 Issue 2 pp. 1-99 (30 June 2011)
- Volume 5 Issue 3 (special issue) pp. 1-461 (30 September 2011)
- Volume 5 Issue 4 pp. 1-91 (27 December 2011)
- Volume 4 Issue 1 pp. 1-232 (25 March 2010)
- Volume 4 Issue 2 pp. 1-183 (22 June 2010)
- Volume 4 Issue 3 pp. 1-214 (3 October 2010)
- Volume 4 Issue 4 pp. 1-291 (20 December 2010)
- Volume 3 Issue 1 pp. 1-111 (24 March 2009)
- Volume 3 Issue 2 pp. 1-135 (22 June 2009)
- Volume 3 Issue 3 pp. 1-194 (24 September 2009)
- Volume 3 Issue 4 pp. 1-190 (10 December 2009)
- Volume 2 Issue 1 pp. 1-178 (26 March 2008)
- Volume 2 Issue 2 pp. 1-209 (11 June 2008)
- Volume 2 Issue 3 pp. 1-161 (23 September 2008)
- Volume 2 Issue 4 pp. 1-123 (14 December 2008)
Volume 2 Issue 4 (2008)
pp. 5-20 | First published in 14 December 2008 | DOI:
Entrepreneurs are main beneficiaries of the funds from European Union. The processof financial support from EU for entrepreneurs conducting business activities in Polandis an important issue, which should be taken up by entrepreneurs, government and otheroffices and institutions, which participate in the process of absorption of the financialsupport. Introduction of the possibilities of financing and realization of the investmentoriginating from various EU programs in new the 2007–2013 programming perspective,understanding of the stages of preparation of the project and application form, knowled -ge about financing principles of the investments from granted support are essential.Co-financing of project realized from EU financial resources is connected with a lotof advantages. First of all, the donations present an additional source of financial sup -port for enterprises which allow to accomplish the investment bear considerably with lo -wer costs than by using other sources (for example credit). Secondly, the donation allowsaccomplishing the investment faster, to create new additional job positions and utilizemodern technology, which company couldn’t afford to by using its own funds. Moreover,the resources from various European Funds have a favorable effect (impact) on enterprisedevelop ment and on improvement its competitiveness in the market. The company andall technologies, which could be implemented, can become more innovative. If the firmhas an access to such sources of financing, it would have an opportunity for considera -bly faster development in comparison with other forms of financing its activity. Thirdly,the range of support for enterprises is very wide. Company can request for funding ofproject from various areas, from purchasing fixed as sets and buying land or from purcha -sing intangible as sets to take advantage of an advisory service.
Analysis of the Investment Funds Development in Poland in 2003–2007 original article
pp. 21-27 | First published in 14 December 2008 | DOI:
The article presents results of analysis of the investment funds market in Poland in2003–2007. The analysis was basically made in main groups of the investment funds. Inthe article are presented the data, which described changes on capital market and inportfolio structure of the investment funds. It is a base for the investment funds marketgeneral assessment.
Merger and Acquisition in the Banking Sector original article
pp. 29-44 | First published in 14 December 2008 | DOI:
The article presents situation on mergers and acquisitions (M&A) in banking sectorduring last twenty years. The main motives are selected and analyzed. All is explained onthe base on research reports of the Deutsche Bundesbank and the European Central Bank.
Efficiency, Growth and Development Evolution of the Stock Companies Quoted on the NewConnect Market – the Alternative Trading System in Poland original article
pp. 45-59 | First published in 14 December 2008 | DOI:
The Alternative Trading System was established in the Warsaw Stock Exchange inAugust 30, 2007. It is called NewConnect Market. The article describes main rules of thismarket functioning. It presents also the first experiences of the NewConnect development.But the main point of the article is presenting the results of research based on specialcoefficient called the NewConnect Growth Indicator (NCGI), which is a special measurefor financial and economic NewConnect firms’ efficiency, growth and development.
Tourism Market and Demographic Changes original article
pp. 61-67 | First published in 14 December 2008 | DOI:
This paper identifies the major demographic trends and their implications forconsumer market. It is important to know how will demographic change influence thetourism market in particularly and how can the tourist industry adapt to these. Theadvancing ageing of society will result in far reaching changes, particularly on thedemand side. To profitably seize the opportunities, managers must understand how seniormarkets evolve and adapt products and service offerings along multiple dimensions tomeet the needs of senior consumers.
The Efficiency of Active Forms of the Unemployment Reduction original article
pp. 69-79 | First published in 14 December 2008 | DOI:
The problem of unemployment appeared from special intensification in Poland after1989, when began the transformation of economic system. At the beginning any activeforms of the unemployment reduction were used. The attention was focused only onappeasement its results. From 1997 we could observe the growth of utilization the activemethods of the unemployment reduction. In the article the scale of unemployment structurein Wadowice district and analysis of active forms of unemployment reduction efficiencyduring period 1999–2006 are presenting.
Increasing Quality through Implementing the Quick Response Method to Achieve Competitiveness of the Company original article
pp. 81-88 | First published in 14 December 2008 | DOI:
Representatives of the European Union as well as particular countries realize thatquality has become a decisive factor of competitiveness. Therefore, they intensivelysupport the care for quality at the micro-economic level. It is provided through corporatequality management systems. It is a tool allowing companies to grow constantly throughsuitable application of modern methods applicable in the corporate management. One ofthe methods contributing to increasing the quality provided as well as to efficiency ofactual processes is the Quick Response method. It is an approach enabling to increase thespeed of response to the customers’ demands, with reasonable costs spent. Implementationof this method should contribute to fulfilling the basic principles of the qualitymanagement and higher competitiveness of the company.
The Lean Design of Manufacturing Process original article
pp. 89-97 | First published in 14 December 2008 | DOI:
This article is intended to using of Six Sigma methodology. A break trough strategyto significantly improve customer satisfaction and shareholder value by reducingvariability in every aspects of business. It enhances the ability to delivery customersatisfaction and cost improvement results faster – within months from the start, andsustains the rate of improvement on-going. One of the most powerful ways to improvebusiness performance is combining business process management (BPM) strategies withSix Sigma strategies. BPM strategies emphasize process improvements and automationto drive performance, while Six Sigma uses statistical analysis to drive qualityimprovements. The two strategies are not mutually exclusive, however, and some savvycompanies have discovered that combining BPM and Six Sigma can create dramaticresults. Six Sigma methodology teaches and deploys hard skills and business practicesemphasizing.
Kaizen – Right Management Summary original article
pp. 99-106 | First published in 14 December 2008 | DOI:
The article deals with the analysis of the Kaizen principles so called the continualimproving principles. It compares the Japanese and European view at the control of thechanges. Then the article describes the implementation of Kaizen principles in thecompanies.
Stock Control in Automotive Industry with Simulation Utilization original article
pp. 107-112 | First published in 14 December 2008 | DOI:
At this time in economic environment there is the big trend of coming logistical chain,supply chain and supply chain management (SCM). SCM deals with material andinformation flows control, inventory management, demand forecast, production planoptimalization, distribution management etc. Nowadays for effective purchase, productionand distribution plan and control in companies are utilized the simulation and simulationprogrammes. This paper deals with the simulation programme Witness and its utilizationfor finding of results real problems – simulation utilization for stocks solution inautomotive industry. The model can be used for the determination of new delivery systemof materials and for stocks reduction.
The Role of Communications in Coaching original article
pp. 113-120 | First published in 14 December 2008 | DOI:
The aim of this article is presenting one of the development tools, that is coaching.There were bringing up the basic definitions and described coaching stages, styles andtechniques used in conversation by trainers in the article. In the article were presentedthe main roles that should be kept by coach as well as the barriers that he can meetsduring his work.There were indicated the crucial role of interpersonal communication in conversationbetween two persons in that case coach and pupil and also the most popular mistakes.There were given also the roles of listening that are the most important in keeping positivevocational and private contacts with others.Moreover in the article prescribed “good trainer” features and the sense of suchskills as building the positive relations with pupil, listening, using the intuition, asking andgiving the feedback.