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Ladies and Gentlemen, on behalf of the Editorial Board, I would like to invite you to read the papers included in this issue of our quarterly. All topics discussed therein are relevant to current problems.1 When reviewing the findings presented therein, it is worth considering that the times are long gone when value was created by production employees and driven by progress in basic technologies. The paradigm shift brought about by the Fourth Industrial Revolution has placed highly skilled employees at the center of today’s economies
in a world characterized by high volatility, uncertainty, complexity, and ambiguity. The increasing frequency of new technological solutions and breakthrough innovations is forcing and accelerating organizations’ implementation of digital transformation processes aimed at achieving and maintaining competitive advantage, each of which places greater demands on employees. In such a situation, employee attitudes toward these changes emerge as a critical success factor: each employee may perceive the challenge of transformation as an opportunity for growth, learning, and achievement; or as a threat to routine, competence, and employment status. Therefore, the readiness of employees to acquire the knowledge and skills needed to use technology may determine the ability to adapt to a changing environment and, consequently, determine the possibility of survival among more adaptive competitors. The environment imposes a set of constraints on an organization which it must consider in its functioning. If they are not taken into account, they may result in the organization’s failure as the environment controls resources, and the organization is more dependent on the environment when its demand for resources is greater. Marzena Stor in her paper entitled The impact of organizational talent management on company performance results: The mediating role of HRM outcomes in MNCs headquartered in Central Europe bases on her own empirical research. This research shows that HRM (Human Resources Management) performance positively mediates the relationship between organizational talent management and an enterprise’s performance in terms of finance, quality, and innovation. Her findings indicate that this mediating effect is stronger during the pandemic period than in the pre-pandemic one. The authoress uses structural equation modelling (PLS-SEM) to verify the research hypotheses and assess the mediating effects. The study covers 200 international enterprises based in the Central Europe. In his paper titled Differences in the approach to onboarding of leaderships talents in the HQ of MNCs before and during the COVID-19 pandemic Łukasz Haromszeki refers to talent management with specific focus on leaders. Leadership talent management is currently one of the key aspects of HRM (Human Resource Management). The paper presents findings from empirical research involving 200 enterprises (n = 200), demonstrating that the approach to the onboarding process of leadership talents has shifted before and during the COVID-19 pandemic. Under challenging conditions, onboarding is no longer seen merely as a step in filling a vacant position. Instead, it involves a comprehensive analysis of various aspects of leadership relationships and a deeper understanding of the needs, expectations, and behavior measurements. Descriptive statistics, correlations, and principal component analysis (PCA) are used therein to analyze the obtained data. The paper authored by Elżbieta Kowalczyk, Gabriela Roszyk-Kowalska, and Anna Cedro titled Competency-based professional development in shaping affective organizational commitment also fits into the area of human resource management. It proves the existence of a relationship between professional competences and affective organizational commitment. The authors also indicate that career development and promotion opportunities are key mediators in this relationship. Their findings reveal that these mediators significantly explain the relationship between competencies and the affective organizational commitment of fire fighters at all levels of the organizational hierarchy. The adopted research procedure includes Baron and Kenny’s mediation analysis, which helps to verify research hypotheses and formulate recommendations for practice. It is worth adding that the results presented in this paper may constitute, in the authors’ opinion, an important incentive for subsequent researchers to discover other, hidden and non-obvious mechanisms of dependencies in the area of organizational
behavior, especially since this issue has not been extensively explored in prior studies. The issue of human resource management is continued by Dominika Miliszkiewicz in her paper titled Virtual teams’ domain: In need of attention. However, in this case, her research attention is focused on virtual teams. By using a literature review, she determines the popularity of such teams’ work in the post-COVID reality. She points out that, according to her findings, this topic is less frequently explored by researchers than that relating to IT project management. Despite this, she believes that remote work will remain in practice a widely used way of performing work duties.
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Jarosław Karpacz
PREFACE
Marzena Stor
THE IMPACT OF ORGANIZATIONAL TALENT MANAGEMENT ON COMPANY PERFORMANCE RESULTS: THE MEDIATING ROLE OF HRM OUTCOMES IN MNCs HEADQUARTERED IN CENTRAL EUROPE
WPŁYW ZARZĄDZANIA TALENTAMI ORGANIZACYJNYMI NA WYNIKI PRZEDSIĘBIORSTWA: MEDIACYJNA ROLA WYNIKÓW HRM W PMN Z SIEDZIBĄ W EUROPIE ŚRODKOWEJ
Łukasz Haromszeki
DIFFERENCES IN THE APPROACH TO ONBOARDING LEADERSHIPS TALENTS IN THE HQ OF MNCs BEFORE AND DURING THE COVID-19 PANDEMIC
RÓŻNICE W PODEJŚCIU DO ONBOARDINGU TALENTÓW PRZYWÓDCZYCH W CENTRALI KORPORACJI MIĘDZYNARODOWYCH PRZED PANDEMIĄ COVID-19 I W TRAKCIE PANDEMII
Elżbieta Kowalczyk, Gabriela Roszyk-Kowalska, Anna Cedro
COMPETENCY-BASED PROFESSIONAL DEVELOPMENT IN SHAPING AFFECTIVE ORGANIZATIONAL COMMITMENT
ROZWÓJ ZAWODOWY OPARTY NA KOMPETENCJACH A KSZTAŁTOWANIE AFEKTYWNEGO ZAANGAŻOWANIA ORGANIZACYJNEGO
Dominika Miliszkiewicz
VIRTUAL TEAMS’ DOMAIN: IN NEED OF ATTENTION
WIRTUALNE ZESPOŁY: W POTRZEBIE ATENCJI
Michał Bańka, Mariusz Salwin, Magdalena Marczewska,
Monika Sychowicz, Joanna Kłos, Szymon Rychlik
STARTUP ACCELERATORS: RESEARCH DIRECTIONS AND GAPS
AKCELERATORY STARTUPÓW: KIERUNKI I LUKI W BADANIACH
Kamila Szproch-Dziopa
CORPORATE SOCIAL RESPONSIBILITY: CHANGES IN PERCEPTION OF THE CONCEPT IN THEORY AND PRACTICE
SPOŁECZNA ODPOWIEDZIALNOŚĆ BIZNESU: ZMIANY W POSTRZEGANIU KONCEPCJI W TEORII I PRAKTYCE
Urszula Kobylińska
ANTECEDENTS OF SCIENTISTS’ ENGAGEMENT IN COOPERATION WITH INDUSTRY
CZYNNIKI WARUNKUJĄCE ZAANGAŻOWANIE NAUKOWCÓW WE WSPÓŁPRACĘ Z PRZEMYSŁEM
THE COMMITTEE ON ORGANIZATIONAL AND MANAGEMENT SCIENCES POLISH ACADEMY OF SCIENCE
SGH WARSAW SCHOOL OF ECONOMICS
Opis
Wstęp
Ladies and Gentlemen, on behalf of the Editorial Board, I would like to invite you to read the papers included in this issue of our quarterly. All topics discussed therein are relevant to current problems.1 When reviewing the findings presented therein, it is worth considering that the times are long gone when value was created by production employees and driven by progress in basic technologies. The paradigm shift brought about by the Fourth Industrial Revolution has placed highly skilled employees at the center of today’s economies
in a world characterized by high volatility, uncertainty, complexity, and ambiguity. The increasing frequency of new technological solutions and breakthrough innovations is forcing and accelerating organizations’ implementation of digital transformation processes aimed at achieving and maintaining competitive advantage, each of which places greater demands on employees. In such a situation, employee attitudes toward these changes emerge as a critical success factor: each employee may perceive the challenge of transformation as an opportunity for growth, learning, and achievement; or as a threat to routine, competence, and employment status. Therefore, the readiness of employees to acquire the knowledge and skills needed to use technology may determine the ability to adapt to a changing environment and, consequently, determine the possibility of survival among more adaptive competitors. The environment imposes a set of constraints on an organization which it must consider in its functioning. If they are not taken into account, they may result in the organization’s failure as the environment controls resources, and the organization is more dependent on the environment when its demand for resources is greater. Marzena Stor in her paper entitled The impact of organizational talent management on company performance results: The mediating role of HRM outcomes in MNCs headquartered in Central Europe bases on her own empirical research. This research shows that HRM (Human Resources Management) performance positively mediates the relationship between organizational talent management and an enterprise’s performance in terms of finance, quality, and innovation. Her findings indicate that this mediating effect is stronger during the pandemic period than in the pre-pandemic one. The authoress uses structural equation modelling (PLS-SEM) to verify the research hypotheses and assess the mediating effects. The study covers 200 international enterprises based in the Central Europe. In his paper titled Differences in the approach to onboarding of leaderships talents in the HQ of MNCs before and during the COVID-19 pandemic Łukasz Haromszeki refers to talent management with specific focus on leaders. Leadership talent management is currently one of the key aspects of HRM (Human Resource Management). The paper presents findings from empirical research involving 200 enterprises (n = 200), demonstrating that the approach to the onboarding process of leadership talents has shifted before and during the COVID-19 pandemic. Under challenging conditions, onboarding is no longer seen merely as a step in filling a vacant position. Instead, it involves a comprehensive analysis of various aspects of leadership relationships and a deeper understanding of the needs, expectations, and behavior measurements. Descriptive statistics, correlations, and principal component analysis (PCA) are used therein to analyze the obtained data. The paper authored by Elżbieta Kowalczyk, Gabriela Roszyk-Kowalska, and Anna Cedro titled Competency-based professional development in shaping affective organizational commitment also fits into the area of human resource management. It proves the existence of a relationship between professional competences and affective organizational commitment. The authors also indicate that career development and promotion opportunities are key mediators in this relationship. Their findings reveal that these mediators significantly explain the relationship between competencies and the affective organizational commitment of fire fighters at all levels of the organizational hierarchy. The adopted research procedure includes Baron and Kenny’s mediation analysis, which helps to verify research hypotheses and formulate recommendations for practice. It is worth adding that the results presented in this paper may constitute, in the authors’ opinion, an important incentive for subsequent researchers to discover other, hidden and non-obvious mechanisms of dependencies in the area of organizational
behavior, especially since this issue has not been extensively explored in prior studies. The issue of human resource management is continued by Dominika Miliszkiewicz in her paper titled Virtual teams’ domain: In need of attention. However, in this case, her research attention is focused on virtual teams. By using a literature review, she determines the popularity of such teams’ work in the post-COVID reality. She points out that, according to her findings, this topic is less frequently explored by researchers than that relating to IT project management. Despite this, she believes that remote work will remain in practice a widely used way of performing work duties.
Spis treści
Jarosław Karpacz
PREFACE
Marzena Stor
THE IMPACT OF ORGANIZATIONAL TALENT MANAGEMENT ON COMPANY PERFORMANCE RESULTS: THE MEDIATING ROLE OF HRM OUTCOMES IN MNCs HEADQUARTERED IN CENTRAL EUROPE
WPŁYW ZARZĄDZANIA TALENTAMI ORGANIZACYJNYMI NA WYNIKI PRZEDSIĘBIORSTWA: MEDIACYJNA ROLA WYNIKÓW HRM W PMN Z SIEDZIBĄ W EUROPIE ŚRODKOWEJ
Łukasz Haromszeki
DIFFERENCES IN THE APPROACH TO ONBOARDING LEADERSHIPS TALENTS IN THE HQ OF MNCs BEFORE AND DURING THE COVID-19 PANDEMIC
RÓŻNICE W PODEJŚCIU DO ONBOARDINGU TALENTÓW PRZYWÓDCZYCH W CENTRALI KORPORACJI MIĘDZYNARODOWYCH PRZED PANDEMIĄ COVID-19 I W TRAKCIE PANDEMII
Elżbieta Kowalczyk, Gabriela Roszyk-Kowalska, Anna Cedro
COMPETENCY-BASED PROFESSIONAL DEVELOPMENT IN SHAPING AFFECTIVE ORGANIZATIONAL COMMITMENT
ROZWÓJ ZAWODOWY OPARTY NA KOMPETENCJACH A KSZTAŁTOWANIE AFEKTYWNEGO ZAANGAŻOWANIA ORGANIZACYJNEGO
Dominika Miliszkiewicz
VIRTUAL TEAMS’ DOMAIN: IN NEED OF ATTENTION
WIRTUALNE ZESPOŁY: W POTRZEBIE ATENCJI
Michał Bańka, Mariusz Salwin, Magdalena Marczewska,
Monika Sychowicz, Joanna Kłos, Szymon Rychlik
STARTUP ACCELERATORS: RESEARCH DIRECTIONS AND GAPS
AKCELERATORY STARTUPÓW: KIERUNKI I LUKI W BADANIACH
Kamila Szproch-Dziopa
CORPORATE SOCIAL RESPONSIBILITY: CHANGES IN PERCEPTION OF THE CONCEPT IN THEORY AND PRACTICE
SPOŁECZNA ODPOWIEDZIALNOŚĆ BIZNESU: ZMIANY W POSTRZEGANIU KONCEPCJI W TEORII I PRAKTYCE
Urszula Kobylińska
ANTECEDENTS OF SCIENTISTS’ ENGAGEMENT IN COOPERATION WITH INDUSTRY
CZYNNIKI WARUNKUJĄCE ZAANGAŻOWANIE NAUKOWCÓW WE WSPÓŁPRACĘ Z PRZEMYSŁEM
THE COMMITTEE ON ORGANIZATIONAL AND MANAGEMENT SCIENCES POLISH ACADEMY OF SCIENCE
SGH WARSAW SCHOOL OF ECONOMICS
Opinie
Ladies and Gentlemen, on behalf of the Editorial Board, I would like to invite you to read the papers included in this issue of our quarterly. All topics discussed therein are relevant to current problems.1 When reviewing the findings presented therein, it is worth considering that the times are long gone when value was created by production employees and driven by progress in basic technologies. The paradigm shift brought about by the Fourth Industrial Revolution has placed highly skilled employees at the center of today’s economies
in a world characterized by high volatility, uncertainty, complexity, and ambiguity. The increasing frequency of new technological solutions and breakthrough innovations is forcing and accelerating organizations’ implementation of digital transformation processes aimed at achieving and maintaining competitive advantage, each of which places greater demands on employees. In such a situation, employee attitudes toward these changes emerge as a critical success factor: each employee may perceive the challenge of transformation as an opportunity for growth, learning, and achievement; or as a threat to routine, competence, and employment status. Therefore, the readiness of employees to acquire the knowledge and skills needed to use technology may determine the ability to adapt to a changing environment and, consequently, determine the possibility of survival among more adaptive competitors. The environment imposes a set of constraints on an organization which it must consider in its functioning. If they are not taken into account, they may result in the organization’s failure as the environment controls resources, and the organization is more dependent on the environment when its demand for resources is greater. Marzena Stor in her paper entitled The impact of organizational talent management on company performance results: The mediating role of HRM outcomes in MNCs headquartered in Central Europe bases on her own empirical research. This research shows that HRM (Human Resources Management) performance positively mediates the relationship between organizational talent management and an enterprise’s performance in terms of finance, quality, and innovation. Her findings indicate that this mediating effect is stronger during the pandemic period than in the pre-pandemic one. The authoress uses structural equation modelling (PLS-SEM) to verify the research hypotheses and assess the mediating effects. The study covers 200 international enterprises based in the Central Europe. In his paper titled Differences in the approach to onboarding of leaderships talents in the HQ of MNCs before and during the COVID-19 pandemic Łukasz Haromszeki refers to talent management with specific focus on leaders. Leadership talent management is currently one of the key aspects of HRM (Human Resource Management). The paper presents findings from empirical research involving 200 enterprises (n = 200), demonstrating that the approach to the onboarding process of leadership talents has shifted before and during the COVID-19 pandemic. Under challenging conditions, onboarding is no longer seen merely as a step in filling a vacant position. Instead, it involves a comprehensive analysis of various aspects of leadership relationships and a deeper understanding of the needs, expectations, and behavior measurements. Descriptive statistics, correlations, and principal component analysis (PCA) are used therein to analyze the obtained data. The paper authored by Elżbieta Kowalczyk, Gabriela Roszyk-Kowalska, and Anna Cedro titled Competency-based professional development in shaping affective organizational commitment also fits into the area of human resource management. It proves the existence of a relationship between professional competences and affective organizational commitment. The authors also indicate that career development and promotion opportunities are key mediators in this relationship. Their findings reveal that these mediators significantly explain the relationship between competencies and the affective organizational commitment of fire fighters at all levels of the organizational hierarchy. The adopted research procedure includes Baron and Kenny’s mediation analysis, which helps to verify research hypotheses and formulate recommendations for practice. It is worth adding that the results presented in this paper may constitute, in the authors’ opinion, an important incentive for subsequent researchers to discover other, hidden and non-obvious mechanisms of dependencies in the area of organizational
behavior, especially since this issue has not been extensively explored in prior studies. The issue of human resource management is continued by Dominika Miliszkiewicz in her paper titled Virtual teams’ domain: In need of attention. However, in this case, her research attention is focused on virtual teams. By using a literature review, she determines the popularity of such teams’ work in the post-COVID reality. She points out that, according to her findings, this topic is less frequently explored by researchers than that relating to IT project management. Despite this, she believes that remote work will remain in practice a widely used way of performing work duties.
Jarosław Karpacz
PREFACE
Marzena Stor
THE IMPACT OF ORGANIZATIONAL TALENT MANAGEMENT ON COMPANY PERFORMANCE RESULTS: THE MEDIATING ROLE OF HRM OUTCOMES IN MNCs HEADQUARTERED IN CENTRAL EUROPE
WPŁYW ZARZĄDZANIA TALENTAMI ORGANIZACYJNYMI NA WYNIKI PRZEDSIĘBIORSTWA: MEDIACYJNA ROLA WYNIKÓW HRM W PMN Z SIEDZIBĄ W EUROPIE ŚRODKOWEJ
Łukasz Haromszeki
DIFFERENCES IN THE APPROACH TO ONBOARDING LEADERSHIPS TALENTS IN THE HQ OF MNCs BEFORE AND DURING THE COVID-19 PANDEMIC
RÓŻNICE W PODEJŚCIU DO ONBOARDINGU TALENTÓW PRZYWÓDCZYCH W CENTRALI KORPORACJI MIĘDZYNARODOWYCH PRZED PANDEMIĄ COVID-19 I W TRAKCIE PANDEMII
Elżbieta Kowalczyk, Gabriela Roszyk-Kowalska, Anna Cedro
COMPETENCY-BASED PROFESSIONAL DEVELOPMENT IN SHAPING AFFECTIVE ORGANIZATIONAL COMMITMENT
ROZWÓJ ZAWODOWY OPARTY NA KOMPETENCJACH A KSZTAŁTOWANIE AFEKTYWNEGO ZAANGAŻOWANIA ORGANIZACYJNEGO
Dominika Miliszkiewicz
VIRTUAL TEAMS’ DOMAIN: IN NEED OF ATTENTION
WIRTUALNE ZESPOŁY: W POTRZEBIE ATENCJI
Michał Bańka, Mariusz Salwin, Magdalena Marczewska,
Monika Sychowicz, Joanna Kłos, Szymon Rychlik
STARTUP ACCELERATORS: RESEARCH DIRECTIONS AND GAPS
AKCELERATORY STARTUPÓW: KIERUNKI I LUKI W BADANIACH
Kamila Szproch-Dziopa
CORPORATE SOCIAL RESPONSIBILITY: CHANGES IN PERCEPTION OF THE CONCEPT IN THEORY AND PRACTICE
SPOŁECZNA ODPOWIEDZIALNOŚĆ BIZNESU: ZMIANY W POSTRZEGANIU KONCEPCJI W TEORII I PRAKTYCE
Urszula Kobylińska
ANTECEDENTS OF SCIENTISTS’ ENGAGEMENT IN COOPERATION WITH INDUSTRY
CZYNNIKI WARUNKUJĄCE ZAANGAŻOWANIE NAUKOWCÓW WE WSPÓŁPRACĘ Z PRZEMYSŁEM
THE COMMITTEE ON ORGANIZATIONAL AND MANAGEMENT SCIENCES POLISH ACADEMY OF SCIENCE
SGH WARSAW SCHOOL OF ECONOMICS
