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Appendix 4. Trustworthiness clusters of the Russian interviewees. Long-term approach (3) Responsible Takes care reputation (2) Stable Open-minded Fast decisions (2) Do everything on time Interested in our product Has possibility to buy from us More money, more sells, more profit Good quality Good delivery capability Well-known company Healthy finance Understand the needs of end-client (3) Understand the supply chain Competent in Russian business Characteristics Fast, prosperous business Competence Transparent about business expectations (2) Open, do not try to hide something (2) Decision makers are known Clear processes, mutual duties and budgets (4) Everything is clear and understandable Keeping of promises (3) Keeps on track with contract and payments If broken promises explains why Do not disapper abroad Committed into own business If problems, minimize threats and costs to partner Meet my business expectations Insurances are in place Transparent Transparent organization Keeping of promises Honest Transparency Integrity Mutual trustworthiness Emotions Secure feeling that he behaves as well as me Friendly atmosphere Friendship Friendly emotions Friendship Building a relationship before business Relationship building Relationship is build and maintained constantly Works for relationship also during his leisure time (2) Understands partner (4) Really interested partner's answers Open talk Talks also other things than business (2) We could change personal opinions Understanding partner Informal Communication If I want to buy more, they will sell me more Flexibility Mutual benevolence Flexible if my plans change Helps partner without payment (2) Do favours not written on the contract Helps in problems without extra payment Mutual favours Will to co-operate Common goals (2) Really interested in understand Russian business (2) Long-term relationships and contracts (3) Works in the same network for a long time I have experience how he behaves in different situations (3) Co-operation Commitment Predictable behaviour 339
SOURCES OF COMPETITIVE ADVANTAGE IN THE INTERNATIONAL ARENA – ON THE EXAMPLE OF THE FOOD SECTOR COMPANIES FROM GREATER POLAND REGION Agata BUDZYOSKA-BIERNAT Poznan University of Technology, Faculty of Engineering Management, Chair of Economic Sciences, Poland. Abstract Both globalization and the consequent internationalization constitute some of the biggest challenges for Polish companies. In addition, the intensity of competitive businesses in the global market forces companies to seek competitive advantages and improve their abilities in the process. The article contains the results of empirical research conducted in the years 2014-2015 in Greater Poland as part of the project titled "Competitive strategies of Greater Poland's food sector enterprises in a globalizing world". The research problem was to identify and compare the instruments shaping competitive advantages of food sector companies in Greater Poland. This paper also contains data from both theoretical and empirical evidence on building competitive advantage. The aim of this study is to identify the factors determining the formation of competitive advantage of food processing companies from Greater Poland that in turn contributed to the internationalization of those businesses. Secondary sources were used in pursuing the goal - theoretical implications were based on studies of literature, and they were verified by surveys. In addition, the following methods were used: description, visualization and statistical techniques. The study among enterprises of the food sector suggests that, although the managers of these companies believe in the role of tangible factors of production, they are also beginning to recognize the importance of the intangible ones (high rates for social capital resources). Moreover, important is also the fact that companies successfully operating in the international market recognize the need to invest in innovation. Keywords: the competitiveness of enterprises, competitive advantage, sources of competitive advantage, food sector, small and medium-sized enterprise, Greater Poland region. Introduction Modern companies conduct their business in an environment characterized by high dynamics of changes. They encounter many obstacles to their functioning. Increasing the intensity of the impact of globalization, which has become a hallmark of the present world, but also the internationalization of enterprises. This has its direct impact on the liberalization of trade, as well as the impact of international corporations. Moreover, competition is one of the fundamental concepts related to the functioning of the economy based on knowledge. It affects the rationalization of business operations, improving quality of goods and implementing innovations. It should be noted that currently achieve international competitiveness has become necessary. And not only for companies wishing to internationalize their business, but also for those who want to achieve success in the domestic market, with international competitors there. In addition, the intensity of competitive businesses in the global market forces one to seek competitive advantage of companies, improving their ability in the process. Moreover, competitive advantage is dynamic, which means that under the influence of both external and internal changes in the business environment various types of competitive advantage must be subject to evolution. The aim of this study is to identify the factors which determine the formation of competitive 340
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PROCEEDINGS OF The International Bu
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Proceedings of the International Bu
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Costs and Benefits of Marketing Com
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Sources of Competitive Advantage in
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INNOVATIVE THINKING AS A REQUIREMEN
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The participants of the conducted s
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thinking: nature, specific traits,
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4. The training programs aimed at t
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second reason lies in the specifics
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Conclusions To sum up, it should be
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the impact of the macro-environment
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Creativity Figure 2. The structure
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Boden (2004) distinguishes two broa
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consists of factors and trends oper
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Druzhinin, 1999 Gebert, 2002 Krause
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Table 4. Details of the respondents
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Figure 5. Distribution of expectati
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climate, which obstructs the expres
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Simonton, D. K. (2003). Scientific
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Unlocking and diffusing environment
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11. Aping: a copy cat is possible b
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finding tours, network sessions, id
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Conclusions Although this research
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THE INTERFACE BETWEEN THE STUDENTS
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135 (47.4 percent) students, the re
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and agreeableness. Most researchers
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individuals with strongly expressed
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of statistics were identified in th
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When analysing the data of the Crea
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Childishness 5.77 1.79 5.46 1.66 1.
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Generalizing the obtained results i
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openness to experience in students
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the third year students, as well as
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Wang, N., Jome, L. M., Haase, R. F.
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Csikszentmihalyi (1991) concurs and
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Pictures, imaging, perception and m
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participants had given their consen
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Kirkpatrick D. (1994) cited Rigg &
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the ability to transform the existi
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Almost 70 percent of the students i
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The respondents studying at the Fac
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with other faculties who are willin
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INNOVATIVE AND CREATIVE ICT SOLUTIO
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The author suggests that the proces
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activity (e.g. between two and thre
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characteristics of innovative ICT s
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Innovative and creative business so
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type of projector. Its type and cap
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Badzioska, E. (2016). The Concept o
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BUILDING RESILIENT ORGANIZATIONS AN
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Even though open innovation is most
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Most of the wood construction -rela
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MEE (Finnish Ministry of Employment
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the concept. Conceptual layer is co
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It is important to indicate the acc
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elationship can have the impact on
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THE USE OF TIME-DRIVEN ACTIVITY BAS
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The term of time consuming includes
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Table 1. The time equation of purch
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In the classical approach of accoun
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COSTS AND BENEFITS OF MARKETING COM
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Marketing experts A total of 13 mar
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No common rules, but facilitators D
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For radio spots and TV ads, adverti
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interviewed companies were locally
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(Objectives of) the most used and b
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Table 7. Correlation of interest in
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selected by companies amid various
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Exhibit 1). This shows a clear conn
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Brand awareness is thought to accru
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celebration, victory and the epitom
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eaching and identifying with their
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2014). This worked to increase awar
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Exhibit 6. Impact of Marketing Tech
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McDonald, Colin. (1991). Sponsorshi
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products dedicated to older consume
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The study was conducted in November
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The study was conducted by question
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The research results also showed th
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stages. (Freeman, Soete, 2001). Kul
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and process innovations and innovat
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company's innovation culture. For e
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Conclusions Reviewing the definitio
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ONE DOWNTOWN STREET. ONE DOWNTOWN P
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construction of new ones while othe
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association of post-earthquake buil
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After carrying out of this inquiry,
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SOCIAL MEDIA AND ITS INFLUENCES ON
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Social Media Definition of social m
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Forums Perhaps the forums came befo
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find 80% their prefer shops online
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ASSESSMENT OF DIFFERENT GENERATION
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Table 1. Generations of Georgian po
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FOOD-RELATED LIFESTYLE AS AN INNOVA
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The eco-moderate food consumer, Th
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Source: author’s elaboration. Fig
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Cholewa-Wójcik, A., & Świda, J. (
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The aim of work is to analyze diffe
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The results of empirical research c
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Legal framework According Hattori a
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on companies as it’s a key elemen
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Figure 5. Opinion about false adver
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EVALUATION OF POSSIBILITIES TO CHAN
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logistics is to save resources, to
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Figure 2. Review of Cargo handling
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Air pollution passes into other sph
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Figure 6. The Cascade bulk cargo ha
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Figure 8. Principle of dust suppres
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WHEN SHARED VALUE MEETS CREATIVITY:
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Figure 1. Value creation framework
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in private people who are oriented
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“Creative thinking led to Nobel P
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offer the machine, for free. Then t
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Yunus, M., Dalsace, F., Menasce, D.
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Clearly declarative character, mani
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management, because it would mean t
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of companies do not see the need to
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Figure 6. Problems noticed in enter
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epresentatives of SMEs have a right
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practitioners have developed their
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Table 2. Industrial state problems
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Acting boldly without being limited
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SOCIAL STAKEHOLDERS APPROACH TO TRA
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Assessing Vilniaus kolegija/Univers
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graduates were useful for their ins
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S. Pogosian and I. Dzemyda (2012) n
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European policies toward flexible w
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the “Law on Temporary Agency Empl
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where staff where engaged in tempor
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Edquist C. & Hommen L. Comparing na
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In 1997, this ‘overly constricted
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Figure 1. Major themes identified d
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Given that SMEs were shaped by thei
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approached in the recent study by J
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Foreman-Peck, J., & Nicholls, T. (2
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unemployment? Journal of Business V
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Business related innovation phenome
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Schumpeter was one of the foremost
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from OECD member countries (OECD, 2
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Marketing innovation Organisational
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Figure 1. The rate of innovation-ac
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to promote and foster involvement o
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ASSESSING FINANCIAL INCLUSION OF EN
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positive relationships in different
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Page 293 and 294: Puri M., Rocholl J. Steffen S. (201
Page 295 and 296: committees. The analysis of advanta
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Page 299 and 300: limit of involvement in an investme
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Page 305 and 306: Zielioski T. (2013), "Zarażenie fi
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Page 309 and 310: management model existing in Great
Page 311 and 312: Individualism-collectivism dimensio
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Page 315 and 316: The power distance indicator in Lit
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Page 319 and 320: INNOVATION, ECONOMIC GROWTH, AND IN
Page 321 and 322: citizens and gain popularity in abr
Page 323 and 324: eduction of state and private inves
Page 325 and 326: In 2013 were finished negotiations
Page 327 and 328: THE PERCEPTIONS OF PARTNERS’ TRUS
Page 329 and 330: small and medium sized and represen
Page 331 and 332: Figure 2. Conceptual map of the Rus
Page 333 and 334: Miles, M.B. & Huberman, A. M. (1994
Page 335 and 336: Will to discuss issues Issues can b
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Page 339: Appendix 3. Trustworthiness cluster
Page 343 and 344: for sources of competitive advantag
Page 345 and 346: The competitive advantage of compan
Page 347 and 348: discrepancy of responses was slight
Page 349 and 350: Budzyoska-Biernat A. (2015). Strate
Page 351 and 352: the economy of European countries m
Page 353 and 354: Scientific literature emphasizes th
Page 355 and 356: The European Parliament and the Cou
Page 357 and 358: No. Competence Score Group No. Comp
Page 359 and 360: When generalizing the research resu
Page 361 and 362: SUSTAINABLE TOURISM AND SOCIAL TOUR
Page 363 and 364: organizations and institutions resp
Page 365 and 366: Municipalities were chosen in a way
Page 367 and 368: On the other hand the highest mean
Page 369 and 370: A major contribution of this resear
Page 371 and 372: Shin, Y. (2010). Residents' Percept
Page 373 and 374: Hence, Georgia has made a big succe
Page 375 and 376: driving forces for massive employme
Page 377 and 378: Figure 3. Credit (ECTs) distributio
Page 379 and 380: There are provided good organizatio
Page 381 and 382: Academic representatives to receive
Page 383 and 384: total exports. Travel & Tourism inv
Page 385 and 386: trends in the development of touris
Page 387 and 388: philosopher Arsene Ikaltoeli taught
Page 389 and 390: Terms of fierce competition in the
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PROMOTING INNOVATION IN THE HOTEL I
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Leadership in Energy and Environmen
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Conclusions This article reviewed i
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ISBN Ba Proceedings of the Internat
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