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The development of marketing activities of enterprises is manifested in numerous concepts that enable them to gain and maintain a competitive advantage on the market. One of such concepts is multi-level marketing, which is a form of goods distribution, i.e. reaching the customer directly in order to sell products / services to him. An important element of multi-level marketing is that it avoids the classic forms of distribution in the form of wholesalers, shops or salesmen. The aim of the study is to present the importance of multi-level marketing in enterprise management in a market economy. The study is based on a study of the literature of the subject enriching the achievements of management and quality sciences.

Innovation is an inseparable element of all human activity in the conditions of the progressing globalization process. In order to develop an enterprise, innovation must be implemented in it, which in turn will result in the emergence of an innovative enterprise. The article presents an innovative enterprise as a concept of development of organizations subject to the influence of globalization processes. A literature study on the subject was used in this study. The study is a discussion on an innovative enterprise. The article is theoretical.

The most important resource is the human resource, which is the basis of the organization's existence. As part of the human resource, from the point of view of the management process, a manager is distinguished, who is the person responsible for making decisions in the organization. The manager, together with his subordinates, develops the organization in the prescribed direction. The environment, manager and subordinates constitute an inseparable system of shaping the flexibility of an organization in a turbulent environment. The aim of the study is to present the manager's influence on the development of the organization in a turbulent environment. The study was based on a study of the literature on the subject and is theoretical in nature. This study may be useful not only for scientific considerations but also for the world of economic practice.

Objective: The aim of this study is to present the integrated author's concept of the Competitive-Behavioral Man. Research Design & Methods: The study is theoretical and conceptual in nature and was based on a study of the literature on the subject. Findings: The study presents the original concept of the Competitive-Behavioral Man. Implications/Recommendations: The concept of the Competitive-Behavioral Man can be used to improve human resource management and to support soft management and soft competitiveness. Contribution: Development of the proprietary concept of a Competitive-Behavioral Man who brings a different perspective on human resource management.

Financing a business is a challenge for anyone wanting to earn and grow an enterprise. One of the financial aspects of enterprises are business angels and behavioral finance, which are a related system of development seen through the prism of investor behavior and financial management of enterprises. The aim of the study is to present the importance of business angels in shaping behavioral financing in the enterprise. Business angels are invaluable help in establishing a business entity and its further development. The study is based on a study of the literature on the subject.

Culture and organizational climate are factors involved in the process of shaping the competitiveness of organizations, including enterprises. The issues raised in this paper are emphasizing interdisciplinary management and outline the problem, which is a part of a soft management area. The aim of the study is to present organizational culture and climate in shaping the competitiveness of enterprises. A research hipothesis was taken: competitiveness of enterprises can be shaped by culture and organizational climate which are inherent elements of soft management. Presented hypothesis was developed based on the interpretations of literature, which uses, among other things: logical reasoning (otherwise: logical thinking) and perception, allowing to combine different aspects into one compact unit and giving the image of the analyzed reality.

Competitiveness is both the functioning basis and the measure of the organization development which is subjected to the laws of the market. The study presents the general look at the problem of competitiveness. The aim of the research is to present the competitiveness as the measure of the enterprise development. The following research hypothesis was taken in the study: competitiveness is an abstract term which is the basis for the enterprise's functioning on the competitive market. The method of literature interpretation was applied in the study, in terms of which the logical reasoning (logical thought) and perception were used. This elaboration confirms the competitiveness importance for the organization's functioning in the changing environment. Competitiveness is an important link in the development of organization (enterprise) resulting from the competition and contributing to the competitive advantage. Competitiveness is the variety of the factors which form the organization. The development is a wide problem, which the competitiveness – which may be treated as the measure of organization’s success[1] - falls within.Eachorganization is responsible for the formation of its own competitiveness. The competitiveness should be seen through the prism of the internal and external factors of the organization, as well as the integrated factors, meaning internal and external (external and internal). Only the integrated view gives a full picture of these factors, which contribute to the achievement of the competitive advantage. The managers, as people who realize the process of organization management, have the obligation to shape the competitiveness. A manager in the partnership with his subordinates strengthen the competitiveness of the enterprise in a comprehensive way.The manager responsible forthe competitiveness may be described as a competition manager. The quality of the factors of competitiveness depends from the quality of the manager, in other words, from the level of his commitment to work together with his intellectual capital (knowledge, abilities, experiences, positive attitude towards work and people, etc.). The conducted study of the literature along with the applied testing method confirms positively accepted research hypothesis, which takes the form of a thesis which sounds: competitiveness is an abstract concept which forms the basis of the functioning of the enterprise on a competitive market. Competitiveness must be shaped permanently, because the passage of time puts pressure on the factors of competitiveness, what is the competitiveness today, in the future ceases to be the basis for creating competitiveness. The following study is another step in highlighting the importance of competitiveness in shaping the direction of achieving a competitive advantage. The quality of competitiveness is the quality of the competitive advantage. [1]One should keep in mind that competitiveness can not only contribute to success, but also to the failure of the organization. Many studies treat competitiveness in terms of success and as such it is the subject of this study.

The problem of competitiveness is a great challenge not only for the business practice of enterprises but also for management and quality sciences. Competitiveness is an inseparable element (factor) related to achieving and maintaining competitive advantage on the market. It can be perceived as the total of factors (e.g. all the resources of an organization) constituting an economic entity or as a selected factor (e.g. organizational culture), thanks to which the organization will achieve and maintain a competitive advantage. The aim of the study is to present in the theoretical sphere of competitiveness seen through the prism of organizational culture. The considerations presented in this study are based on an interpretative study of the literature on the subject. The combination of competitiveness and organizational culture is fully in line with the interests of soft management and soft competitiveness. Problem konkurencyjności stanowi wielkie wyzwanie nie tylko dla praktyki gospodarczej przedsiębiorstw, ale również dla nauk zarządzania i jakości. Konkurencyjność stanowi nierozerwalny element (czynnik) związany z osiągnięciem i utrzymaniem przewagi konkurencyjnej na rynku. Może być postrzegana jako ogół czynników (np. wszystkie zasoby organizacji) tworzących podmiot gospodarczy lub jako wybrany czynnik (np. kultura organizacyjna), dzięki któremu organizacja osiągnie i będzie utrzymywać przewagę konkurencyjną. Celem opracowania jest przedstawienie konkurencyjności widzianej przez pryzmat kultury organizacyjnej. Rozważania przedstawione w niniejszym rozdziale oparte są na interpretacyjnym studium literatury przedmiotu. Powiązanie konkurencyjności i kultury organizacyjnej w pełni wpisuje się w przedmiot zainteresowań zarządzania miękkiego i konkurencyjności miękkiej.

Man is the primary resource of every organization, he gives rise to the resources at the disposal of the organization (enterprise) and is the source of creating competitiveness, including the behavioural competitiveness whose analysis is the subject of this study. It is assumed that: Man is the source of behavioural competitiveness (thesis 1), Man is a behavioural being, which confirms the concept of Behavioural Man (thesis 2) and that Competitive Man and Behavioural Man with factor-dependent relations and behaviours contribute to the generation of the model of Behavioural Competitiveness (thesis 3). The theses presented is examined through the interpretation of the literature of the subject.

One of the fundamental problems faced by companies in the market economy is competitiveness. It can be shaped in various ways in order to achieve the desired goals. Soft competitiveness is one of such ways of shaping competitiveness and it originates from human resources, i.e. employees who contribute to the development of an organisation (enterprise). This article presents a behavioural-humanistic model of soft competitiveness of enterprises. The following assumptions have been made: Employees (human resources) are the source of soft competitiveness (thesis 1) and soft competitiveness is of a behavioural-humanistic nature (thesis 2). The theses presented have been interpreted with the use of the literature of the subject.

The eco-developmental organisational culture in the eco-developmental competitiveness of business enterprises

In conditions of changeable environment business management is subjected to numerous influences of various factors which must find their position in the business entity, so that it can be competitive with other entities, market participants. The competitiveness and the natural environment are some of the areas of the development of the enterprise. One does not exclude the other, on the contrary they constitute a coherent whole. The aim of this paper is to present the importance of eco‑developmental awareness in the competitiveness of soft enterprises. The first thesis asserts that the eco‑developmental awareness is shaped through soft factors and hard factors. The second thesis states that the eco‑developmental awareness is a storage factor and a permeation factor of the soft competitiveness of enterprises which in turn results in the formation of the soft competitiveness of sustainable development of enterprises and behavioral eco‑developmental competitive advantage.

Celem opracowania jest prezentacja autorskiej koncepcji trójkąta relacji rozwoju regionu stworzonej na podstawie badań naukowych. Koncepcja ta jest wyjaśniona w powiązaniu z teorią systemu i efektem synergii. Opracowanie w sposób zwięzły charakteryzuje: teorię systemu i efekt synergii, pojęcie konkurencyjności, innowacyjności i przedsiębiorczości oraz koncepcję trójkąta relacji rozwoju regionu. (fragment tekstu)

Lokalizacja jest jednym z elementów kształtowania konkurencyjności przedsiębiorstw. O wartości lokalizacji decyduje zestaw czynników, które mogą przyczyniać się do sukcesu lub porażki danego podmiotu gospodarczego. Lokalizacja dotyczy każdego podmiotu, począwszy od mikroprzedsiębiorstwa, poprzez małe i średnie, a skończywszy na dużych przedsiębiorstwach. Artykuł został opracowany na podstawie badań przeprowadzonych w regionie świętokrzyskim w grupie mikroprzedsiębiorstw. Wielkość próby badawczej liczyła 306 mikroprzedsiębiorstw. (abstrakt oryginalny)

Przedsiębiorczość stwarza możliwości rozwoju każdej organizacji. Artykuł jest wynikiem badań przeprowadzonych w gminach regionu świętokrzyskiego i prezentuje czynniki stymulowania rozwoju przedsiębiorczości. (abstrakt oryginalny)