Call for Papers 2/2018

The challenges of contemporary management in the global economy:

Leadership, strategies, social responsibility

 

edited by

Prof. Robert Karaszewski

and

Dr Andrzej Lis

Nicolaus Copernicus University in Toruń, Poland

 

We invite original papers discussing the issues of:

  • Leadership including: contemporary concepts of leadership, roles played by top, middle and first line managers, challenges (both external and intra-organisational) faced by leaders in business organisations, the public sector, and non-profit organisations;
  • Strategies including: corporate, business and functional strategies, business models, organisational strategies in the public sector and non-profit organisations;
  • Social responsibility to: employees, organisations in business environment, society and the natural environment.
Added: 2016-10-19
Call for Papers 3/2018

 

Social Responsibility of

Higher Education Institutions

 

edited by

Prof. Marcin Geryk

Gdansk Management College, Gdansk, Poland

and

Dr Andrzej Lis

Nicolaus Copernicus University in Toruń, Poland

 

The issue of social responsibility of higher education institutions (HEIs) has been explored and discussed  in recent years. In the studies conducted between 2007 and 2010, nearly 90% of the authorities of HEIs operating in Poland declared that they were familiar with the topic and considered it as an important issue. Similar opinions were shared by the majority among 122 heads of HEIs from 46 nations who participated in the study. Nowadays, we are able to draw some conclusions, predict possible directions of development and seek new solutions.

Added: 2016-10-19
Call for Papers 4/2018

Multidimensionality of the Corporate Social Responsibility Concept

 

edited by

Dr Andrzej Lis

Nicolaus Copernicus University in Toruń, Poland

                                                                  

According to the norm ISO 26000 social responsibility is defined as responsibility of an organisation for the impacts of its decisions and activities on society and the environment, through transparent and ethical behaviour that:

  • contributes to sustainable development, including health and the welfare of society;
  • takes into account the expectations of stakeholders;
  • is in compliance with applicable and consistent with international norms of behaviour; and
  • is integrated throughout the organisation and practised in its relationships.
Added: 2016-10-19
Call for Papers 1/2019

Leadership in the Context of Information and Knowledge Management

 

edited by

Prof. John P. Girard

Middle Georgia State University, Macon, Georgia, United States  

Dr Katarzyna Kazojć

The University of Szczecin, Poland

and

Dr Andrzej Lis

Nicolaus Copernicus University in Toruń, Poland

 

Together with teamwork, intra-organisational communication and employee attitudes to changes, leadership is listed among behavioural antecedents of effective knowledge management processes. The cultural determinants of leadership important from the knowledge management perspective include: leadership style, centralisation of management, emotional barriers of effective communication between managers and subordinates, freedom of dissent and criticism of decisions made by managers, greed of power and perceiving knowledge as the source of power [Glińska-Neweś, 2007]. Positive leadership [Cameron, 2012; Karaszewski and Lis, 2013] is considered to be one of the key areas of positive organisational potential defined as “such states, levels and configurations of organisational resources which stimulate positive organisational climate and positive organisational culture in order to foster positive, pro-developmental employee behaviours” [Stankiewicz and Glińska-Neweś, 2013, pp. 23-24]. In consequence, leadership may both directly and indirectly stimulate but also inhibit knowledge management processes.

Added: 2016-10-19