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HIERARCHY OF GOALS AND OBJECTIVES IN AN ENTERPRISE STRATEGY IMPLEMENTATION PROCESS
Lesniak-Lebkowska, Grazyna
Lesniak-Lebkowska, Grazyna
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Abstract
Although Sustainable Development (SD) and Corporate Social Responsibility (CSR) have already been adopted to the management vocabulary and agenda in Central and East European countries (CEEC) there is still a discrepancy between the strongly related to PR activities symbolic construction of corporate identity, market image and reputation, and deliberate addressing sustainability issues to markets and societies through systematic actions. Strategy experts claim that in the XXI century the winners may take all of the markets undergoing globalization if they are able to advance their new standards making difference before rivals.1 The major question is: how such relatively new phenomena in business as SD and CSR inspire managers facing crisis impacts on sales, costs, productivity of resources, profitability and confronting rivalry from market global giants? Do they make a difference? The Central and East European countries after joining the EU have reengineered their economies and institutions observing the social and environmental impacts of that framework change. However the scientific research activity in the area of strategy and CSR is rather restricted to focus groups, there is a large progress in running all sorts of surveys allowing for comparisons if they are professionally designed and repeatedly announced. 2 More and more companies are inviting to their websites, although the quality of information heavily differs and reporting sustainability issues is not yet the standard activity within corporate governance model. In Poland 2011 small and medium sized companies account for 99, 8 % of total number of companies registered. SMEs that emerged from the systemic change rarely have business and reputational credentials stemming from continuous activity for years that allowed them to build a distinguished culture in the complex process of organizational learning. Regardless from their limited resources and competing against experienced giants in hard crisis times they forge their philosophy of survival and success. How durable is this growth? Is it sufficient to construct business models, strategies and operations only around tangible resources and results? Maybe in view of the obsolete strategies of mature companies new entrepreneurship patterns developed in hard times in Poland and other CEE countries will become an engine of growth in Europe?3 The discussion is mainly on the way of running business. The question, who can afford SD/CSR, appears with lower stress on values4. This paper is aimed at analysis of the dominant logic behind the company strategy implementation process under the impact of turbulent environment and limited resources available at crucial moments5. It is assumed, basing on the secondary research in Poland in the field of strategy, operations, sustainable development and CSR, that in recent years more numerous Polish companies incorporate the SD and CSR issues in a very pragmatic business oriented way. So, business rules go first, other rules next, but the process of learning, especially of innovative best practices, inspires the growing number of others by the force of positive example.
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Conference proceedings
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2012
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With permission of the license/copyright holder