ROLA OUTSOURCINGU W ROZWOJU REGIONALNYM
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(2) . Economic and Regional Studies.
(3) ʹͲͺ͵Ǧ͵ʹͷǡǤͳǡʹͲͳͶ
(4)
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(6) . . ǤǤǤ. THE ROLE OF OUTSOURCING IN REGIONAL DEVELOPMENT. O. ROLA OUTSOURCINGU W ROZWOJU REGIONALNYM Katarzyna BudzyÑska Ȁ . Summaryǣ Ǧ Ǧ Ǥ Ǥ
(7) Ǧ Ǧ ǡ Ǥ Ǧ Ǧǡ Ǥ Ǧ Ȁ Ǥ Ȁ Ǥ Ȁ Ǥ ǡǡ Ȁ Ǥ. Streszczenie: ×Ï ä ¸ ¸ǡ ¸© ¦ ¸ ¦ ǡ ¸¸ϐ Ï× Ïä Ǥ ¸ ϐ ¦ ¦ǤÏ Ï ĂǦ ©ä© ¦¸ǡǦ © ¸ Ǥ ×Ï ¸Ï ¸Ăä©Ǧ ǡ Ǥ Ï ä ¸ ǡ Ȁ ×Ǥ ¸ Ϧ Ă Ȁ Ǥ¸ ¦¦©ä Ȁ ¸ Ǧ ä ä × Ǥ© Ȁǡ × ¸ ¦© ×Ǥ. Introduction. ǯ Ǥ ǡ ǯǡ ϐǯǦ Ǥ ǡ Ǥ Ǧ Ǥ Ǥ ǯ ϐ Ǥ ǡ Ǧ . Wst¸p. ×Ï ÑǤ Ă© Ă ¦ ¦ ¸ Ǧ ǡ ¸ ¸ × ǡ ¸ Ï× Ï ¸ ǡ × Ă ¸ × ǡ Ï ¸ ×Ă Ǧ Ïä Ǥ Ǧ ä ¸ ¦ ¸ Ă Ï Ï¦ Ǧ Ǥ ¸ Ǧ Ïä ¦Ă Ǥ ä Ǧ × ǡ ¸ × ϐ ¦ ¸© ¦ ä© ä© © ¦ ¸ ¦Ǥ Ǧ Ñ ǡ ǡÏ ¦ . Key words: ǡ ǡ . SÏowa kluczowe: ǡ ǡ . Address for corespondence: M.A. Katarzyna BudzyÑska, University of Life Sciences in Lublin, WydziaÏ AgrobioinĂynierii, Katedra Ekonomii i Zarz¦dzania, Akademicka St. 13, 20-950 Lublin, Poland, Phone: +48 81 461-00-61 wew. 154, e-mail: katarzyna.budzynska@up.lublin.pl; Full text PDF: www.ers.edu.pl; Open-access article. Copyright © Pope John Paul II State School of Higher Education in BiaÏa Podlaska, Sidorska 95/97, 21-500 BiaÏa Podlaska; Indexation: Index Copernicus Journal Master List ICV 2013: 6.73; Polish Ministry of Science and Higher Education 2013: 4 points.. ͷʹ.
(8) . ȋ ʹͲͲȌǤ Ǧ Ǥ Ǧ ȋ Ǧ ȌȀȋ ȌǤ Ǧ ϐ Ǥ
(9) Ǧ Ǥ
(10) ǡ ȋǤǤ ǡ ǡ ǡ ǤȌǤ Ǧ Ǥ Ǥ Ǧ ǡ ʹͲͳʹǤ Ǧ ϐ ʹͲͳʹʹͲͳͳǤǦ Ǥ.
(11) ǡǡͳǡʹͲͳͶǡ . ȋ ʹͲͲȌǤ ¦ ¦ ¸ ¦ ¸ ¦ Ǥ Ï Ï ä Ǧ ȋ ¸ Ï Ȍ Ȁ ȋ Ï × ȌǤ Ï Ï × Ǥ Ï Ǧ ¸ ϐ
(12) Ǥ ä©Ǧ ¦Ï¦¸ Ǧ ǡ × ¦ ȋǤ ¸ä© ǡ ä© Ï ǡ ǡ ǤȌǤ ÏǦ × ϐ Ǥ Ǧ Ñ Ï Ï Ǥ Ǧ Ï ä Ǧ ʹͲͳʹ Ǥ ¦ ¦ ʹͲͳʹ ʹͲͳͳ Ǥ × ¸ ä Ǧ ÏĂ ¸ ¦ Ǥ. Table 1. ϐ Tabela 1.ϐ . Autor / Author Ǥ . Ǥ ǤǤ Ǥ Ǥ
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(14) Ǥ. Definicja / Definition ϐ ¸¸ ¦ Ǧ ¸ Ǧ Ǧ ȋ ʹͲͲͳȌǤ Outsourcing is usually defined as an action consisting in selecting out the functions of the parent company’s organizational structure and transferring them to other economic entity (Trocki 2001). ¦ǡ äǡ¸Ǧ ¦ȋǤǡʹͲͳͲȌǤ Outsourcing is contracting out the tasks to someone from outside if the organization. (Power et al., 2010) ä¸ ×Ïä ¸Ǧ ¸ Ǧ ȋ ÑʹͲͳͲȌǤ Outsourcing is defined as contracting out of the internal areas of company’s activity and rights to take make decisions to the external entities. (KopczyÑski 2010). ×ǡäĂ©Ă©ϐ Ǥ Ǧ Ïǡä©ǡĂ ¸Ǧ ä ¦¸ǤĂ ©Ïä ȋͳͻͻͺȌǤ Don’t do it if you can buy it- this may be the simplest definiton of outsourcing. However, it is only valid if you are sure that you will not lose neither skills nor strategic advantage. One cannot outsource a core competence. (Rothery 1998).. ͷ͵.
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(16) ǡǤǡͳǡʹͲͳͶǡ Autor / Author Ǥ. ǤǤ Ǥ Ǥ Ǥ. ǤǤ . ǤǤ . Definicja / Definition Ï ¦ ä ¸ Ïä ϐ ¦× ¸ × ȋ ǡ ǡ ʹͲͲͶȌǤ It is a process consisting in transferring some of the internal activity of the company and its obligations of making decisions to the external suppliers. (Schniederjans, Zuckweiler, 2004). ä Ï Ā×Ïǡ × ¦¸¦ Ǥ Outsourcing is defined as acquiring a product or services from the sources that find themselves outside the organization. ¦ Ǧ ¸ ǡ × ¦ ϐǡ ¸ Ϧ Ăϐ × Ǧ ȋʹͲͳͲȌǤ Outsourcing is managing the functions selected out for the organizational structure. They are transferred to another company, sometimes to an entrepreneur that has been brought into being for that sole purpose or a natural legal person on the basis of civil law agreement. (Korzeniowski 2010). ÏǷ dz ¸×ĂǦ Ǧ Ǧ Ïǣ Ā×Ï ¸ Ǥ Ƿ dz¦©ǷdzǷǦ ¸dzǤ ¦ Ñǡ ×ϐǦ ȋϐȌ¸ǡ ¦ ¸ȋ ʹͲͲͶ). The word ‘outsourcing’ has its roots in the English language and it is an abbreviation of the name outside-resource-using. „Selecting out” or “contracting out” can be the substitute of the word “outsourcing”. Its main function is transferring the realization of tasks to the to another company that specialized in a given field (Grudziewski 2004). ǡ Ă ¦ǡ¸ Ï ǡ× ÏäÏ Ǧ ϐ ¸ȋ ʹͲͲͳȌǤ Outsourcing is about transferring of one or more business functions and of the assets connected with it to the third-party providers or service providers who offer services for a given activity in a given period of time and for a low price. (Heywood 2001).. ǣ }×Ïǣ Ï. Outsourcing: its nature and form ϐǤ Ǧ ǣ ǡ ǡϐ ǡ ǡ ǡ Ǧ ȋ ʹͲͳͲȌǤϐ ȋͳȌǤ
(17) ϐǦ Ǥ ȋǦÑǤǡʹͲͳͳȌǤ ǤǦ Ǣ. ͷͶ. . Istota i formy outsourcingu Ǧ Ă Ǥ ¸ ¦ Ï ¸Ǧ × ǣ ǡ ¦ǡϐǡ¸ä©ǡ ǡ × Ǧ ¦Ñ ȋ ʹͲͳͲȌǤ Ă©×Ăϐ ȋǤͳȌǤ Ă ©ǡĂ ¦ Ǧ ä ¸ Ă ÏÑǡ×ÏǦ ¦Ï¸Ǧ Ï ȋǦÑǤǡʹͲͳͳȌǤ ¦ ǡø ¦ Ă © ¸ ÏǦ ä ǡ ¦ Ï Ï ×Ï ¸ ϐǡ .
(18) . Ǧ ȋÏʹͲͳͲȌǤ ϐǦ Ǥ Ǥ Ǥ Ǧ ȋǤʹȌ Ǥ ǡ ǡ ǡ Ǧ ϐ ϐ Ǥ
(19) ǡ ȋǡ ʹͲͲͺȌǤ Ǧ Ǧ ϐ Ǥ Ǧ Ǣ ȋǦ ǤǡʹͲͲȌǤ Table 2. Tabela 2. . Zalety / Advantages × Reduction and supervision of operational costs.
(20) ǡǡͳǡʹͲͳͶǡ . ¦Ǧ × Ïǡ × ä Ï Ǧ ÏȋÏʹͲͳͲȌǤ ¸¸Ǧ ä ¸Ǧ Ǥ ¦ ¸ Ï Ǧ Ǥ
(21) Ϧ ĂǤ ×Ă ȋǤʹȌǡ׸¦×¸Ǧ ¦ × ä ϐ ¸ǡ×Ă Ǧ ¸ǤÏĂ© ¸©Ă ×ǡצǦ ǡĂ Ă © ¸ Ï Ï ä ǡ Ă ÏǦ ¦© ä© Ǥ ǡ Ă ¸ ¦ Ï ¦ ǡ¦Ǧ ¦¦Ă¦Ǧ ×ǡצ¸ ȋǤǡʹͲͲͺȌǤ Ǧ ¦ ¸ ¦ ©Ă Ǧ ϐ ǡ × ¦ ¸ä ¦ Ï× ä ǤĂϐ ¸ ϦǦ æ×Ǧ ǡ×æ¸ ©Ă¦ ¸ȋǤǡʹͲͲȌǤ Wady / Disadvantages Ăä© Possibility of losing the competitive advantage in the market. Ă䩸ÏǦ Ăä ä Ï ä Possibility to focus on the core activity of organization Downgrading of the quality of the performed services. ¸ ä ϐ ¸Ǧ Ï× Ï Wrongly chosen service supplier ä© × Increasing company’s efficiency by saving money and øϐ¸ human resources Dependence on the supplier Ă ä© Ǧ Strategic flexibility Loss of control over processes and key technologies Low investment risk ¦ ¦×Ï Problems with communication and work coordination Ï¸Ă Improved cash-flow ǷĂdzϐ ¸ ä ×Ï „Drainage” of the company Access to the latest products and services. ǣǤǡ ϐǤǤȋʹͲͲȌǡ
(22) ǡ ǡǤ }×ÏǣǤǡ ϐǤǤȋʹͲͲȌǡIntroduction to Operations and Supply Chain Managementǡ ǡǤ. ͷͷ.
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(24) ǡǤǡͳǡʹͲͳͶǡ . Ǣ Ǧ ȋ ʹͲͳʹȌǤ ǡǦ ǣ • Networking - ǯ Ǣ ǤȋÑǡʹͲͲͺȌ • Co-courcing Ǧ ǡȋ ʹͲͳʹȌǤ • Multisourcing Ǧ Ǧ Ǥ • OutsourcerǦ Ǧ Ǧ ȋÑǡʹͲͲͺȌǤ • Business Process Outsourcing (BPO) - Ǧ ǡ Ǧ ȋ ʹͲͳʹȌǤ • Knowledge Process Outsourcing (KPO) Ȃ Ǧ ǡ ϐ ȋÑǡʹͲͲͺȌǤ • Facilities Management Ǧ Dz dz Ǥ
(25) Ǧ Ǧ ǡǦ Ǥ • Joint Venture Outsourcing Ǧ Ǧ Ǥ Ǥ
(26) Ǧ ǡ Ǥ ϐ Ǧ Ǥ Ǧ ǯ Ǧ Ǥ • Equity Stakes Ǧ Ǧ Ǧ Ǥ
(27) Ǧ ϐ Ǥȋ ǤǤǡʹͲͲͳȌǤ. ͷ. . ǡ © Ǧ © Ï ¸ǡ Ǧ © ¸ ¸ ¸¦ Ǧ ¸ ȋ ʹͲͳʹȌǤ ä×Ă × ĂǦ ×Ă©¸¦ ǣ • NetworkingȂǦ ¸ ä ÏǢĂĂ©Ǧ ¸ Ǧ ǤȋÑǡʹͲͲͺȌ • Co-sourcing Ȃ ǡ × Ǧ ÏÏ × ǡ¦Ï ȋ ʹͲͳʹȌǤ • Multisourcing Ȃ ǡ × Ï¦ Ǧ ¸ × ¸ä ×Ă Ǥ • Outsourcer Ȃ ǡ × Ǧ ¸ ¸ä Ï Ǧ ×ȋÑǡʹͲͲͺȌǤ • Business Process Outsourcing (BPO – Centra zewn¸trznej obsÏugi biznesu)ȂǦ ¦ ǡĂ Ï ¦ ä© ×ǡ Ǧ Ïȋ ʹͲͳʹȌǤ • Knowledge Process Outsourcing (KPO – Outsourcing procesów biznesowych opartych na wiedzy)Ȃä ×Ǧ ǡ × Ǧ ϐ ȋÑǡʹͲͲͺȌǤ • Facilities Management Ȃ ¸ Ă Ƿ dzǡ Ï Ǧ Ǥ Ǧ ä ¦ Ǧ ¦ ǡ ¦Ǥ • Joint Venture Outsourcing Ȃ ¸ ÏǦ Ă ¸Ǧ ÏĂä Ǥ ¸Ǧ ¦ ÏϐǡÏǦ Ǥ × Ï ĂǦ ¸ǡ ä Ǧ ǤĂǡ×Ï ǡ Ï ¦ ¦ϐ¸Ǥ Ï Ï©¦ä© ϦǡǦ ¦¸ÏǤ • Equity Stakes Ȃ ¸ä© Ǧ ¦ ¸ ¸ä Ï× Ǧ.
(28) .
(29) ǡǡͳǡʹͲͳͶǡ . Ǧ Ǥǡ Ï ǡ¸ǡ× Ǥ
(30) ϐ ÏĂÏ Ǧ ǡϐ ǡϐ Ǧ ȋ ǤǤǡʹͲͲͳȌǤ Ǧ Ǧ Ǥ
(31) Ǧ ǡ × ¸ ϐǤ ÏǦ ¦¸ǡ Ǧ Ǥȋ ʹͲͳʹȌǤ ǡ ϐ ×ǡ ϐ ¸ǡ ĂǤǦ ä øǡ× © ȋ ʹͲͳʹȌǤ Business Process Outsourcing (BPO) and Shared Service Center (SSC) in Poland Ȁ Ǥ
(32) Ǧ Ȁ ǡ Ǧ Ǥ ͵ͷ Ǥ ȋȌǡ
(33) ȋ
(34) Ȍ ȋȌǤȀ ǡ Ǧ ϐǦ Ǧ Ǥ
(35) Ǧ Ǧ Ǥ ϐ Ȁ ͵Ǥ. Centra zewn¸trznej obsÏugi biznesu (Business Process Outsourcing - BPO) oraz centra usÏug wspólnych (Shared Sernice Center - SSC) w Polsce Ă Ȁ ¦ Ǧ ¦ ¸ Ă ä Ǥ ¸ ¦ ¦Ȁ ǡ×Ǧ Ă ¸Ă ¦ ¸ Ǥ Ǧ ¦×Ï ǡĂ ͵ͷ ×ÏǦ Ǥ ¸ä ¦ ȋȌǡ
(36) Ǧ ȋ
(37) Ȍ Ǧ ȋȌǤ Ȁ ǡ × Ă¦ ¦ǡ ǡ ¦ǡ Ă Ă Ï Ǧ ǦǤ ä Ă ä© Ñ ǡ Ă ϐ ä ¦ Ă ¸ ä ÏäǤ Ï×Ǧ Ïä Ȁ ͵Ǥ. Table 3. ϐ Ȁ Tabela 3. Ï×Ïä Ȁ . ¸ä© ¦ ¦ÑȀAccounts payable management Finance and Accounting ȀExpenses claim ¦ Ăä ǡ ǣ ǡ ×Ñǡ ǡ ×ǡ Ăä ǡ ǡ Accounts receivable management, including: credit management, orders registration, invoicing, cash settlements, enforcement of dues, normative data, disputes. ¸ Ï×ǡǣǡǡcÏǡ¸Ǧ ä©×ǡ¦ Ledger settlement including: journals, agreements, fixed assets, cost accounting, inside reporting ϐȀAnalysis and financial planning ¦äϐȀ Financial resources anagement ȀTaxes. ͷ.
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(39) ǡǤǡͳǡʹͲͳͶǡ ¦ Human Resources Management. ¦ Supply Management Ïǡ Ϧ
(40) Customer service, except from IT Support Ï Financial Services Knowledge Process Outsourcing. ȀRecruiment to Reporting ȀRewards and Recognition ×ÏȀEmployees’ data management and Payments Ï Ȁ ȀMotivational Program ȀTaxation ȀWork time ȀCategory Spend Management ÏȀPurchase-to-pay process ȀE Sourcing Factory ȀTactic and Strategic Support ¦ ȀSuppliers Management
(41) ϐȀInventory Management Fulfillment ȀCustomer Care ȀContact Centre ȀBusiness Process Help Desk ¦×ȀSupply Management ȀTelemarketing ÏȀBanking Services Ï ȀInsurance Services Ï
(42) ȀInvestment Services ÏȀCurrency Exchange Services
(43) Ï ȀOther Financial Services ȀMarket Data Research and Analysis Ȁ???????? ǫǫǫǫǫǫǫǫǫǫǫǫȀ Documentation Content Management ÏȀLegal and Patent Services ÏÏ ÏȋÏ
(44) Other knowledge-intensive business services (other IT services). ǣǣȀȀǤǤȀȏ ʹͲͳ͵Ȑ }×ÏǣǣȀȀǤǤȀȏ ʹͲͳ͵Ȑ. Ǧ Ǥ ǯ Ǧ
(45) Ǥ ǡ ǡ ǡǤ Ǧ ǡ ϐ ǤȋǦ
(46) ǡʹͲͲͺȌǤ Ǧ ʹͲͳͳ Ǧ Ǥ ϐ Ǥ Ǧ Ǧ Ǥ Ǧ Ǥ
(47) Ǥ ǯ ǯ Ǧ ǣ Ǧ Ǥ
(48) ǡǡ ͷͺ. . ¦ ¦ × Ǥ¸ ×Ï äǦ ¦
(49) Ǥ Ǧ ǡ ¸Ï ¦ǡ ǡ ¸ǡϦ¦Ǥ×ĂǦ ¸ä××ǡĂ ÏĂǡ¸ϐ ¸ × ¸Ǧ ȋ
(50) ǡʹͲͲͺȌǤ ¦ʹͲͳͳÏ Ǧ ×Ï ǡ× Ï¸Ï ÏǦ ä ϐǤĂǦ ¸ÏǤϦ × ǡ×Ǧ Ï ¸ ¸Ǧ ϐǤ Ă Ñ ä ä Ï ϐ Ǧ Ïä©Ï¸ Ï× ¸Ï © Ǥ ¦ ¸ × Ǥä©Ï Ǧ Ȃä©Ñ Ǥ ¸ä Ǧ.
(51) . Ǧ ϐȋ ƬǡʹͲͳʹȌǤ ͳͲ ͳǤͷ Ǥ
(52) Ǧ Ǥ Ǥ
(53) Ǥ
(54) Ǧ ȋ ʹͲͳͳȌǤ
(55) Ȁ ʹͲͳ͵Ǥ Ǧ ȀǤ ǡ ǡ Ñ Ǥ Ǧ
(56) ǡ ȋ
(57) ʹͲͳ͵ȌǤ. Attractiveness of Lublin as a center of attracting BPO services Human resources: availability, qualifications, costs ϐ Ǥ ϐ ǡ ϐǦ Ǣϐ Ǥ ǡ Ǧ Ǧ Ǥȋ ǤǡʹͲͳ͵Ȍ ǤͳͶǦ ǡ ǣ
(58)
(59) Ǧ ǡ ǡ Ǧ ǡ Ǧ ǡ Ǥ ǡ ǡ Ǧ ǡ ǡ Ǥ ǤʹͶǦ ͷΨ Ǥ ͻͲ Ǧ Ǥ ͳͷΨ Ǧ Ǧ ͳͲΨ ǤǦ.
(60) ǡǡͳǡʹͲͳͶǡ . ¦ ×Ï× ȋȌǡ×榦ĂǦ ¦¸ϐ ¦Ï¦ ȋ ƬǡʹͲͳʹȌǤ ͳͲĂ äǦ × ǡ × ͳǡͷǤÏĂä Ǧ ϐ Ǧ ÏǤ ¸ Ă Ǧ Ǥ¸ Ā×Ï ä Ǧ ¸Ǥ׸©¸ ȋʹͲͳͳȌǤ
(61) Ǧ ʹͲͳ͵¸ ¦Ǧ Ȁ ǡ × ϐ×Ï ¸¸Ǧ Ï ¸ Ï Ȁ Ǥ Ă Ă©ǡ Ă ¸ ¦ ¸ Ǧ ǡǡ ǡÑ Ǧ Ǥ Ï ×
(62) ¦ Ȁ¸¦ ǡ¦ĂǦ ä ȋ
(63) ʹͲͳ͵ȌǤ. Atrakcyjnoä© Lublina jako oärodka przyci¦gania usÏug BPO Zasoby ludzkie: dost¸pnoä©, kwalifikacje, koszty ¸ä© ϐ Ǧ ǡ× ¸ ¦ Ǧ Ï Ǥ Ñ Ï ϐǡ Ï © × Ï ǡ Ă ×Ă ¦Ă Ǥ Ïǡ ä ä ǡ × Ï ¸¸ä©ä© × Ǥȋ ǤǡʹͲͳ͵Ȍ ä Ǥ¸ͳͶ Ă ǡǤǤ ǡ Ǧ ǡ ǦÏǡ Ǧ Ǧ Ǥ ¦ Ï ǡ Ϧ ¸ ¸ × ǡ ǡ ¦ǡ Ǧ ǡ Ă ä Ǥ Ï ¸ ¸ ×ǡ× ǤʹͶ¸Ǧ ǡ ͷΨǦ ×× Ǥä ×Ă ͻͲ Ǧ Ï×ǤǤͳͷΨ×Ï× ¦ × ǦǦ ǡ ͳͲΨ × Ǧ ͷͻ.
(64)
(65) ǡǤǡͳǡʹͲͳͶǡ . . Ǥ
(66) ϐǤ. Ï Ǥ ¸ Ï ¸Ï× × Ǥ ä ¸¦ © ǡ¦©¸Ă Ǧ ×ϐ Ǥ. Studenci - Students Absolwenci - graduates Ekonomia i Administracja - Economics and Administration Medyczne - Medical SpoÏeczne - Social Humanistyczne - Humanistic Psychologiczne - Pedagogical InĂynieryjno-techniczne - Engineering-technical Prawne - Legal. Architektura i budownictwo - Architecture and Civil Engineering Produkcja i przetwórstwo - Production and Processing Informatyczne - ITRolnicze, leäne i rybactwa - Agricultural, Woodland and Fishery Biologiczne - Biological PozostaÏe - Other. Figure 1. ȋ ʹͲͳͳǦʹͲͳʹȌ ǣ ϐ Ǥ Wykres 1. ××ȋÏ××ǡ ʹͲͳͳǦʹͲͳʹȌ }×Ïǣ Ï Ǥ. Ǧ ϐ Ǥ ǡ ϐ ͳͲΨ ʹͲͳʹǤ ǡ Ǥ ͵ͲǢ ǣ ǦͶͲʹͲ ǡ×Ǧ͵ͷ͵͵Ǧ͵ʹͷͻ Ǥ Business Infrastructure- availability and costs ϐ Ǥ
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