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THE IMPACT OF RESTRUCTURING STRATEGIES ON THE FUNCTIONING OF

THE ORGANIZATION

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Katarzyna Szymczyk
Czestochowa University of Technology

THE IMPACT OF RESTRUCTURING STRATEGIES ON THE

FUNCTIONING OF THE ORGANIZATION

Abstract: Organizations are dynamic systems and they cannot function in the same way all the time.
In order to work smoothly and efficiently, they need evolve through various life cycles. That is why,
each time the organizations want to develop, they often must undergo significant changes in their
overall strategies, practices and operational tactics. Changes of the process of organizational
restructuring should be aligned with an ever-changing, dynamic and culturally diverse workplace.
Companies, its leaders and employees must also evolve as the part of the organizational structure and
thus, it is so important to implement the correct organization restructuring management. The
organization restructuring frequently means making critical decisions and evolves positive and
negative impacts on the functioning of the organization. Therefore, the key to improve organization's
ability to move through change effectively is the awareness of all possible negative aspects of
restructuring besides its positive outcomes. The article focuses on these impacts of restructuring
strategies in order to demonstrate that understanding the relationship between organization
restructuring and its employees is the key to improve the organization restructuring process.
Keywords: restructuring strategies, organization, changes.

Introduction

Changes in the environment of the organization forces the entities to react and
respond quickly to new challenges that appear in this environment in order to be
able to keep its position on the market. The organizations like companies need to
remember that in nowadays it is impossible to function in the same way without
any modifications of the company’s policy and strategies. Global trends and
internationalization of markets make the companies to exist in very competitive
conditions which very often impose interaction with other entities, adapting new
technologies and innovative strategies of management1. Restructuring usually
involves major changes for the organization in its multiple departments and
locations including procedures and processes. Theoretically, restructuring leads to
a more efficient and modernized entity, however it may lead as well to the deletion
of jobs and the layoff of personnel. The procedure of restructuring generally
focuses on problems with financing debt and very often, involves selling portions

1
L. Clarke, Zarządzanie zmianami, Gegethner&Ska, Warszawa 1997, p. 58. See as well: A.
Lemańska-Majdzik, M. Okręglicka, Identification of Business Processes in an Enterprise
Management, Procedia Economics and Finance 27, Elsevier 2015, pp. 394-403; E. Okoń-
Horodyńska, Globalizacja a przewidywane kierunki rozwoju gospodarki narodowej, [in:]
Foresight kadr nowoczesnej gospodarki, K.B. Matusiak, J. Kuciński, A. Gryzik (ed.),
PARP, Warszawa 2009, p. 27; E. Weiss, M. Godlewska, A. Bitkowska (ed.), Nowe trendy i
wyzwania w zarządzaniu, VIZJA PRESS & IT, Warszawa 2008.
of the company to investors. Basically, it means certain reorganizing or reducing
operations inside the company. The restructuring can be done by the internal
executives of the organization, but frequently the professional help of financial and
legal advisers who assist with the details and negotiations is required. In order to
lead the company through the transition the restructuring procedure must consider
employees' ability to adapt as well as the efficiency of the organization. The major
aim is to go through the changes with the intention that the employees should
adjust to the changes and the new environment and the organization will be able to
focus better on its goals, as more suitable strategic and financial plans will be
implemented. The organization can be regarded in two ways – as a system or as a
form (Figure 1). In management and marketing the concept of viewing the
organization as the system is popular among several researchers who focus on
examining the relationship between organizations and their environment2. D. Katz
and R.L. Kahn consider the organization “a system built by energetic input-output
where the energy coming from the output reactivates the system”3. The typical
scheme of organization includes the structure with departments, programs,
divisions or teams and the organization’s policy, culture, plans and procedures. All
of them function in cooperation and combine a kind of summation which results in
outcomes and scores of the company.
Figure 1. The configuration of organization

2
M. Nowicka-Skowron, J.K. Stachowicz, Innowacyjność zarządzania w organizacjach
przemysłowych, publicznych i regionach wyzwaniem dla nauk zarządzania, [in:] M.
Nowicka-Skowron (red.), Zarządzanie sieciami współdziałania w procesie budowy
innowacyjnej organizacji i regionu, Wydawnictwo Wydziału Zarządzania Politechniki
Częstochowskiej, Częstochowa 2009, p. 60; See as well: P. Lawrence, J. Lorsch,
Differentiation and Integration in Complex Organizations, Administrative Science
Quarterly, 1967, 12, pp.1-30; T. Burns, G.M. Stalker, The management of innovation,
Tavistock London 1961; H. Aldrich, Organization and Environment, Prentice-Hall,
Englewood Cliffs 1979.
3
D. Katz, R.L. Kahn, The social psychology of organization, Willey, New York 1966.
 Source: Own study based on: Z. Gomółka, Doskonalenie funkcjonowania organizacji, Difin,
Warszawa 2009, p. 19; A.Stabryła, J. Trzcieniecki (ed.), Doskonalenie struktury organizacyjnej.
Podstawy teoretyczne, Akademia Ekonomiczna w Krakowie, Kraków 1988, p. 28.

But these parts of organization may also become dysfunctional and bring no
effects while they operate in dynamically changing reality4. This happens if one
forgets about the people inside the organization and sees the organization as the
raw scheme from the bureaucrat perspective instead of regarding it as well as the
valuable team of individuals. For F.E. Emery and E.L. Trist the organizations are
the socio-technical systems including two main components. One is a social
component and means people and the other is a technical component which
includes technology and machines5. The organization should therefore combine the
system approach and the social approach in its functionality, because the most
valuable asset the company can posses is the loyal and qualified group of people
with the same goals who operate in this structured cluster. The problems inside the

4
P. Kotler, Marketing. Analiza, planowanie, wdrażanie i kontrola, Wydawnictwo
FELBERG SJA, Warszawa 1999, p. 60. See as well: L.F. Korzeniowski, Menedżment,
Podstawy zarządzania, EAS, Kraków 2010, p. 313.
5
F.E. Emery, E.L. Trist, Socio-Technical Systems. Management sciences, models and
technique, C.W and others Churchman, Pergamon, London1960; See as well: L. Kiełtyka,
Metody organizacji i zarządzania zorientowane na wiedzę. Wiedza w epistemologii
organizacji, Spectrum, 3-4, SEP COSiW, Warszawa 2013, p. 28.
organization may occur when it comes to restructuring and at the same time there
exists a clash between executives who see the company as the system
(departments, divisions, subsidiaries, etc.) and the workforce which considers the
company as their source of living and the shared community. The restructuring of
organization due to various strategies may then bring negative impacts which
frequently diminish the final impression and result of positive outcomes. The task
for the executives and representatives in the company should be the correct
evaluation of the possible restructuring process results in terms of positive and
negative impacts, as well as implementing the most efficient restructuring
strategies which will help to manage the process in the most risk-free way.

Motives, strategies and implications of restructuring

There might be hundreds reasons why the organization need to restructure, but
the most significant is the market expectations. The business environment these
days is so dynamic and turbulent that it is hard for the companies to keep up and
follow the newest trends and frequently they lose their stability, especially the
finance one, and competitiveness. Therefore, the companies go through changes
and decide to restructure. Basic reasons to restructure are:
— to make the organization more profitable and integrated
— to achieve efficiency and effectiveness
— to reduce unwanted and overwhelming expenses
— to implement new technologies
— to open to new markets on a global scale
— to meet the customers’ demands in a quicker and smoother way
— to be more competitive and achieve the market advantage
— to raise from the crisis or survive a currently adverse economic climate
— to move in an entirely new direction and enhance the share holder value6.

If the reasons why the company wants and needs to restrict are learned, the
organization should focus on strategies which will lead through the process. In
most cases, the strategies are implemented according to the expectations of the
restructuring procedure, i.e. to improve the management of the company and the
work organization, better and more effective applying of company’s assets in order
to gain the stability in business environment. Unfortunately, many companies
decide to restructure the whole company instead of its individual parts which may
not be that effective as the representatives wished. The changes inside each
separate field are the most appropriate in terms of final results. Therefore, it is

6
H. Mintzberg, J.B. Quinn, The Strategy Process Concepts, Contexts and Cases, Prentice-
Hall Englewood Cliffs, New Jersey 1991, pp. 779-780. See as well: A.K. Koźmiński, K.
Obłój, Zarys teorii równowagi organizacyjnej, PWE, Warszawa 1989, p. 114; A.
Bitkowska, Procesy restrukturyzacji warunkiem poprawy konkurencyjności
przedsiębiorstwa, Difin, Warszawa 2010, p. 23.
advised that organization concentrate on individual parts and restructure according
to the division into:
— operational restructuring,
— financial restructuring,
— decisive restructuring,
7
— restructuring in organization .

The structural change should be done by a particular strategy. There are various
strategies which are commonly implemented by many entities in the process of
restructuring:
— downsizing, layoff, rightsizing or smart sizing
— starbursting or networking
— de-layering
— outsourcing
— business process re-engineering
— enterprise resource planning
— total quality management
— virtualization
— verticalization

The organization in order to accept and welcome the changes should be

thoroughly prepared. It is very crucial because the restructuring itself is difficult
enough. The major mistake that often occurs is the fact that staff is usually
uninformed and thus keeps being obstructive because the necessity for the
restructuring has not been introduced to them in an appropriate way. The typical
preparation takes time, but is absolutely essential if the company wants its staff to
be aware of the fact that management is reconsidering strategy and structure of the
organization. In order to avoid the uncertainty and turbulence during the
restructuring process, the staff should be exposed to all elements of the new
approach and invited in to share in some parts of the transformation. That becomes
very important if the degree of changes may address a number of difficulties and
issues that staff members should be aware of8. Being open with the staff and
inviting them to be participative as possible may have an effect on the decisions
taking procedure and may, as well, help to identify general implications of
restructuring, which can be positive or negative (Figure 2).

Figure 2. General implications of restructuring

7
C. Suszyński, Restrukturyzacja przedsiębiorstw, PWE, Warszawa 1999, s. 66.
8
P. Nowodziński, Entrepreneurship culture as a factor influencing corporate strategy.
Family business care, [in:] H. Kościelniak (ed.), Determinants of entrepreneurship
development, Sekcja Wydawnictwa Wydziału Zarządzania Politechniki Częstochowskiej,
Częstochowa 2011, p. 60.
 Source: Own study based on: M.A. Schilling, H.K. Steensma, The use of modular organizational
forms: An industry-level analysis, Academy of Management Journal 44, 2001, pp. 1149-1168; J.
Balogun, From blaming the middle to harnessing its potential: Creating change intermediaries,
British Journal of Management 14(1), 2003, pp. 69-84; D.S. Schaffer, Why Total Quality Programs
Miss the Mark, J. Qual. Participation, 1993, 16 (5), pp. 18-27.

Problems and impacts of restructuring strategies

During the restructuring process, the company may have to face different
strategies of going out with its production or sell, entering new markets and at the
same time, new societies and cultures. In case of organizations that merge the clash
between their individual cultures is the most common problem which may slow
down the process of implementing new patterns and paths of doing business. This
usually happens, when the company crosses the borders and functions on different
markets and/or gets into interactions or cooperation with other entities. In such
cases, the interaction with the foreign management, workforce, standards of doing
business can become destructive for the staff inside the company and the new
environment, especially when the representatives or managers are not prepared to
work in co-companies, subsidiaries, joint production plants, outlets or other
company’s divisions sometimes far away from the domestic headquarters. The
knowledge about the market and the organization’s background can be beneficial
for the company if this knowledge is acquired properly, but it can become
destructive if not acquired at all or if guided by stereotypes. For the managers it is
crucial to learn the new markets and culture in order to avoid the problems that
affect the whole image of the organization. In case of corporation, for example, it is
common to move some parts of production in areas of the world where the cost of
labour or manufacture is much smaller than in homeland which evokes facing the
new cultures. Sometimes it is imposed due to the lack of transport infrastructure, or
the transport itself, logistics, or technical infrastructure is less expensive, available
or in a better condition. Nevertheless, the strategy of moving to different place
should also bear in mind the culture and behaviour of the company and the
environment and identify whether the changes are accepted by the employees9.
According to R. Burman and A.J. Evans the problem with the culture occurs
because of the 'leadership' that affects culture rather than 'management'10. The
organizational leaders should also function as the cultural leaders and be able to
help facilitate the transformation, because after restructuring not only the system
and structure of the company is changed but also the culture of this organization.
Changes in such cases also should be prepared according to the restructuring plan
and implemented step by step in phases. Regarding the implications of changes, the
company management should implement the design of ethics and sensitivity in
order to reduce the negative impact of strategies taken in the process of
restructuring the organization by predicting disadvantages and potential
problems11. The typical restructuring strategies and their impacts both positive and
negative on the functioning of the organization have been presented in Table 1.

Table 1. Some of the restructuring strategies and their impacts on the functioning
of the organization

SOME OF THE RESTRUCTURING STRATEGIES AND THEIR IMPACTS

ON THE FUNCTIONING OF THE ORGANIZATION
STRATEGY POSITIVE IMPACTS NEGATIVE IMPACTS
 responsible restructures consider their  downsizers judge their employees as
employees as company’s assets to be costs to be cut which may result in
developed chaos and panic among the employees
Downsizing  they implement advanced HR  they use the “take an exit” method
programmes which ruins the trust among the saved
 the company includes employees in employees and the public opinion
the process of restructuring,  the company isn't forthcoming with
 in the sense of transparency, the details about the restructure which

9
A. Słocińska, Kultura organizacyjna jako czynnik warunkujący procesy wymiany wiedzy
między pracownikami, [in:] A. Pabian (ed.), Nowe kierunki, metody, techniki w zarządzaniu
i marketingu, Wydawnictwo Wydziału Zarządzania Politechniki Częstochowskiej,
Częstochowa 2011, pp. 465-466.
10
R. Burman R., A.J. Evans, Target Zero: A Culture of safety, Defence Aviation Safety
Centre Journal, 2008, pp. 22-27. See as well: P. Montana, B. Charnov, Management (4th
ed.), Barrons Educational Series, Hauppauge, NY 2008.
11
T.G. Cummings, C.G. Worley, Organization Development and Change, 8th Ed., South-
Western College Pub, 2004, p. 491.
 company informs about the details of
restructuring
 relies on PR consultant to control the
company’s public image
 it can reduce costs due to fewer
number of top management and senior
employees considered necessary
Delayering  it offers opportunities for allocation,
empowerment and motivation, as the
numbers of managers is reduced and
more authority is given to manage
bottom workers
 cheaper labour force
 increased competitiveness
 better, faster and more effective
Outsourcing realization of services
 more income
 access to new technology and know-
how
 wider spectrum of views and
knowledge
 smaller units allow improving
flexibility and productivity
 managers can be converted into
Starbursting entrepreneurs
 handling business in different
geographic areas can be easier
 it can allow the expansion of the
existing business
 better contact with customers and
more fluent responses to their needs by
pushing employees outside the office to
Virtualization places like the client’s site
 implementation of technology allow
setting up unmanned virtual offices =
virtual units
 providing an extended product
and/or service range
results in employees’ resist
 not all companies are suited to flatter
organizational structures, especially huge
production enterprises with a wide
structure
 it can demotivate workers due to job
losses
 initial disorder may take place when
people take on new responsibilities
 control over bigger number of workers
may cause trouble in communication and
flow of information within the company
 necessity of adapting to foreign rules
and norms in terms of work culture
 bad quality of work due to unskilled
and uneducated employees
 permanent risk of information and
know-how of the company leaking
 risk of loss-making partnership
 risk of third shift (ghost shift or
midnight shift) due to overseas
production
 control over units can be disturbed by
the lack of smooth flow of information
or feedback
 companies may suffer from losing in-
house capability or the skills to innovate
 companies must use the external market
to cover the organization’s non-core
processes
 they must align the suppliers’
encouragement and the company’s
strategic goals
 the risk of becoming dependent on
suppliers
 aligning respective it systems
 hiring and training staff to reach
companies targets after virtualization
 employees may need additional
motivation
 virtual organizations require intensive
communication to avoid duplicating
attempts
 a lack of trust among the various parties
may occur and thus lessen the benefits
 Source: Own study based on: S. Ashe-Edmunds, The Implications of Restructuring an
Organization, Houston Chronicle, 2016, Available at: http://smallbusiness.chron.com/implications-
restructuring-organization-67023.html, 11.06.2016; J. Balogun, The Practice of Organizational
Restructuring: From Design to Reality, European Management Journal Vol. 25, No. 2, 2012; S. Frost,
The Disadvantages of Restructuring Organizations, Houston Chronicle 2016, Available at:
http://smallbusiness.chron.com/disadvantages-restructuring-organizations-33848.html, 11.06.2016; A.
Narasimhan, H. Yu, Organizational Design: Inviting the Outside In, International Institute for
Management Development , No. 9, 2012; S.Thakur, Business Restructuring: A Look at Some
Strategies, Bright Hub Inc. 2012, Available at: http://www.brighthub.com/office/human-
resources/articles/122397.aspx, 11.06.2016.

The above table shows the most common strategies of restructuring the
organization. These are the most frequently used strategies which unfortunately
may bring some bad results than it is usually expected if the plan of implementing
them is not prepared well enough. First of all, the restructuring should avoid the
reduction of employment and try to implement the plan or program of moving the
personnel into new positions and if it is not possible, prepare them for the jobs by
offering special courses or programs that give the workers the opportunity to find
the new workplace12. The qualifications of the personnel are also very important
especially if the company moves to new places and needs new people to work.
Another difficult aspect is reducing the number of executives or managers,
especially top managers who need to be dismissed or moved to different positions.
This may result in unwanted crisis and confusion among the workers. Not all
companies should implement the strategy of delayering because it may affect the
flow of information within the organization13. Generally, implementing the
restructuring strategies should first analyze the impact of the strategies on
functioning of the organization. Such analyzing is essential in order to avoid the
damage to the personnel and the organizational functioning. The right attitude and
experience of the leadership and managers determine the success of the change
process and bring the positive reaction of the employees.

Conclusion

Changing times and changing business conditions require from organizations

making changes to the organizational setup. Nowadays, it is impossible for various
types of organizations to function in the same unchanged form all the time. New
challenges on the market in terms of global environment enforce adapting to new
standards and circumstances and facing the customers’ demands instantly. Thus,

12
R. Burke, Downsizing and Restructuring in Organizations: Research Findings and
Lessons Learned – Introduction, Canadian Journal of Administrative Sciences, 1998, 15,
pp. 297-299. See as well: W.F. Cascio, Downsizing: What do we know? What have we
learned?, Academy of Executive Management, 1993, 7, 1.
13
K. Łukasik, Outplacement as the support for creating positive image by an entrepreneur,
[in:] H. Kościelniak (ed.), Determinants of entrepreneurship development, Sekcja
Wydawnictwa Wydziału Zarządzania Politechniki Częstochowskiej, Częstochowa 2011,
pp. 135-136.
restructuring is one of the options for the business to stay on track which has the
impact on the flow of authority, liability and information crosswise the
organization. The most significant issue for present organizations is to observe the
market and chose the best restructuring strategy in order to maintain or expand the
market advantage, but without unnecessary problems and negative implications
that could possibly ruin the organization’s image and trust.

References

1. Aldrich H., Organization and Environment, Prentice-Hall, Englewood Cliffs

1979.
2. Ashe-Edmunds S., The Implications of Restructuring an Organization, Houston
Chronicle, 2016, Available at: http://smallbusiness.chron.com/implications-
restructuring-organization-67023.html, 11.06.2016.
3. Balogun J., From blaming the middle to harnessing its potential: Creating
change intermediaries. British Journal of Management 14(1), 2003.
4. Balogun J., The Practice of Organizational Restructuring: From Design to
Reality, European Management Journal Vol. 25, No. 2, 2012.
5. Bitkowska A., Procesy restrukturyzacji warunkiem poprawy konkurencyjności
przedsiębiorstwa, Difin, Warszawa 2010.
6. Burke R., Downsizing and Restructuring in Organizations: Research Findings
and Lessons Learned – Introduction, Canadian Journal of Administrative
Sciences, 1998, 15.
7. Burman R., A.J. Evans, Target Zero: A Culture of safety, Defence Aviation
Safety Centre Journal, 2008.
8. Burns T., G.M. Stalker, The management of innovation, Tavistock London
1961.
9. Cascio W.F., Downsizing: What do we know? What have we learned?,
Academy of Executive Management, 1993, 7, 1.
10. Clarke L., Zarządzanie zmianami, Gegethner&Ska, Warszawa 1997.
11. Cummings T.G., C.G. Worley, Organization Development and Change, 8th
Ed., South-Western College Pub, 2004.
12. Emery F.E., E.L. Trist, Socio-Technical Systems. Management sciences, models
and technique, C.W and others Churchman, Pergamon, London1960.
13. Frost S., The Disadvantages of Restructuring Organizations, Houston Chronicle
2016, Available at: http://smallbusiness.chron.com/disadvantages-restructuring-
organizations-33848.html, 11.06.2016.
14. Gomółka Z., Doskonalenie funkcjonowania organizacji, Difin, Warszawa 2009.
15. Katz D., R.L. Kahn, The social psychology of organization, Willey, New York
1966.
16. Kiełtyka L, Metody organizacji i zarządzania zorientowane na wiedzę. Wiedza
w epistemologii organizacji, Spectrum, 3-4, SEP COSiW, Warszawa 2013.
17. Korzeniowski L.F., Menedżment. Podstawy zarządzania, EAS, Kraków 2010.
18. Koźmiński A.K., K. Obłój, Zarys teorii równowagi organizacyjnej, PWE,
Warszawa 1989.
19. Kotler P., Marketing. Analiza, planowanie, wdrażanie i kontrola, Wydawnictwo
FELBERG SJA, Warszawa 1999.
20. Lawrence P., J. Lorsch, Differentiation and Integration in Complex
Organizations, Administrative Science Quarterly, 1967, 12.
21. Lemańska-Majdzik A, M. Okręglicka, Identification of Business Processes in
an Enterprise Management, Procedia Economics and Finance 27, Elsevier
2015.
22. Łukasik K., Outplacement as the support for creating positive image by an
entrepreneur, [in:] H. Kościelniak (ed.), Determinants of entrepreneurship
development, Sekcja Wydawnictwa Wydziału Zarządzania Politechniki
Częstochowskiej, Częstochowa 2011
23. Mintzberg H., J.B. Quinn, The Strategy Process Concepts, Contexts and Cases,
Prentice-Hall Englewood Cliffs, New Jersey 1991.
24. Montana P, B. Charnov, Management (4th ed.), Barrons Educational Series,
Hauppauge, NY 2008.
25. Narasimhan A., H. Yu, Organizational Design: Inviting the Outside In,
International Institute for Management Development , No. 9, 2012.
26. Nowicka-Skowron M., J.K. Stachowicz, Innowacyjność zarządzania w
organizacjach przemysłowych, publicznych i regionach wyzwaniem dla nauk
zarządzania, [in:] M. Nowicka-Skowron (red.), Zarządzanie sieciami
współdziałania w procesie budowy innowacyjnej organizacji i regionu,
Wydawnictwo Wydziału Zarządzania Politechniki Częstochowskiej,
Częstochowa 2009.
27. Nowodziński P., Entrepreneurship culture as a factor influencing corporate
strategy. Family business care, [in:] H. Kościelniak (ed.), Determinants of
entrepreneurship development, Sekcja Wydawnictwa Wydziału Zarządzania
Politechniki Częstochowskiej, Częstochowa 2011.
28. Okoń-Horodyńska E., Globalizacja a przewidywane kierunki rozwoju
gospodarki narodowej, [in:] Foresight kadr nowoczesnej gospodarki, K.B.
Matusiak, J. Kuciński, A. Gryzik (ed.), PARP, Warszawa 2009.
29. Schaffer D.S., Why Total Quality Programs Miss the Mark, J. Qual.
Participation, 1993, 16 (5).
30. Schilling M.A., H.K. Steensma, The use of modular organizational forms: An
industry-level analysis, Academy of Management Journal 44, 2001.
31. Słocińska A., Kultura organizacyjna jako czynnik warunkujący procesy
wymiany wiedzy między pracownikami, [in:] Pabian A (ed.), Nowe kierunki,
metody, techniki w zarządzaniu i marketingu, Wydawnictwo Wydziału
Zarządzania Politechniki Częstochowskiej, Częstochowa 2011.
32. Stabryła A., J. Trzcieniecki (ed.), Doskonalenie struktury organizacyjnej.
Podstawy teoretyczne, Akademia Ekonomiczna w Krakowie, Kraków 1988.
33. Suszyński C., Restrukturyzacja przedsiębiorstw, PWE, Warszawa 1999.
 34. Thakur S., Business Restructuring: A Look at Some Strategies, Bright Hub Inc.
2012, Available at: http://www.brighthub.com/office/human-
resources/articles/122397.aspx, 11.06.2016.
35. Weiss E., M. Godlewska, A. Bitkowska (ed.), Nowe trendy i wyzwania w
zarządzaniu, VIZJA PRESS & IT, Warszawa 2008.

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