PL EN
ORIGINAL ARTICLE
THE ROLE OF STRATEGIC ANALYSIS IN SHAPING THE CONDITIONS FOR, AND THE RANGE OF, COOPERATION BETWEEN BUSINESS ENTITIES
 
More details
Hide details
1
Zarząd, AAD Artur Marek Dwojak, Polska
CORRESPONDING AUTHOR
Artur Marek Dwojak   

Zarząd, AAD Artur Marek Dwojak, Znajoma 20, 05-825, Kałęczyn, Polska
Submission date: 2020-03-08
Final revision date: 2020-05-10
Acceptance date: 2020-05-12
Publication date: 2020-06-30
 
Economic and Regional Studies 2020;13(2):250–263
 
KEYWORDS
TOPICS
ABSTRACT
Subject and purpose of work: The subject matter of this paper includes selected examples of tools applied in systems analysis and strategic analysis in relation to the influence of their results on the forms of cooperation between business entities. The study is aimed at provoking a deeper thought on the outcomes of the lack of a system-based approach on the effects of cooperation, and consequently at reducing the negative experience arising from the lack of understanding of the conditions affecting the expected results. Materials and methods: This publication is an overview of the issue based on the interpretation and synthesis of the available literature on the subject. Results: The author suggests that the specific conditions, starting from the impact of the broad geopolitical surroundings, the current government policy, legal regulations, culture circles, market development stage or a partner’s place in the production chain, through customs, procedures, processes, intra-organisational standards, affect not only the culture of the organisation itself, but also its reputation and financial result. Conclusions: The influence of the new “virtual” sphere of economic contacts, as a vital element of strategic analysis, was stressed.
PEER REVIEW INFORMATION
Article has been screened for originality
iThenticate
 
REFERENCES (16)
1.
Clark, L. (1997). Zarządzanie zmianą. Warszawa: Gebethner&Ska.
 
2.
Encyklopedia Zarządzania, https://mfiles.pl/pl/index.php..., (dostęp: 10.02.2020).
 
3.
Gasparski, W. (1988). Projektoznawstwo. Elementy wiedzy o projektowaniu: WN-T, Warszawa.
 
4.
Gaughan, P.A. (2010). Mergers, Acquisitions and Corporate Restructurings, EBSCOhost resources. https://doi.org/10.1002/978111....
 
5.
Gierszewska, G., Romanowska, M. (2009). Analiza Strategiczna Przedsiębiorstwa. Warszawa: PWE.
 
6.
Gonzales-Meza, F. (2004). Designing IT Governance for a growth-oriented business environment, document no 350, MIT Sloan Center for Information Systems Research, Cambridge.
 
7.
Kotarbiński, T. (1968). Hasło dobrej roboty, Wiedza Powszechna.
 
8.
Partha, I. (2005). State of Information and communication Technology Industry in India, sprawozdanie z badań G00126192, Gartner, Stanford.
 
9.
Porter, M.E. (1980). Competitive Advantage, New York: Free Press.
 
10.
Porter, M.E. (2000). Strategia Konkurencji, Metody analizy sektorów i konkurentów, Warszawa: PWE.
 
11.
Pszczołowski, T. (1978). Mała encyklopedia prakseologii i teorii organizacji. Wrocław: Ossolineum.
 
12.
Ross, W., Weill, P., Robertson, D.C. (2010). Architektura korporacyjna jako strategia, budowanie fundamentu w biznesie, Warszawa: Studio Emka.
 
13.
Skalik, J. (red.). (1992). Projektowanie organizacji instytucji. Wrocław: Wydawnictwo Akademii Ekonomicznej.
 
14.
Weihrich, H. (1982). The TOWS Matrix, A tool for simulation analysis, Long Range Planning, 2(15), 54-66. https://doi.org/10.1016/0024-6....
 
15.
Wiśniewski, M., Boruc, J. (2018). Dochodowe Partnerstwo, Harvard Business Review Polska, 183. https://www.hbrp.pl/a/dochodow....
 
16.
Zieleniewski, J. (1969), Organizacja i Zarządzanie, Warszawa: PWN.
 
eISSN:2451-182X
ISSN:2083-3725