<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec>
<h3>Background</h3>
<p>Foreign direct investment (FDI) of multinational corporations (MNCs) from Central Europe have become more visible in the last decade, but many studies describing the role of talent management (TM), competency management (CM), and organizational leadership (OL) in MNCs have taken place in enterprises with headquarters in developed countries. The relationship between different variables in MNCs headquartered in less developed countries has not been satisfactorily explained in the scientific and professional literature.</p>
</sec>
<sec>
<h3>Research aims</h3>
<p>Hence, the main aim of this paper is based on the outcomes presentation of the relations between TM, CM, and the advancement level of OL practices in MNCs having their headquarters in less developed countries.</p>
</sec>
<sec>
<h3>Methodology</h3>
<p>The theoretical and empirical suppositions are based on two major concepts: resource-based views and a situational approach. The data were collected using the computer-assisted telephone interviewing (CATI) method in 200 nonfinancial enterprises with the domination of the Polish capital having foreign entities, inter alia, in Central and Western Europe.</p>
</sec>
<sec>
<h3>Findings</h3>
<p>The conducted research shows that there is a relationship among TM, CM, and OL practices. Also, there are significant differences between companies depending on the duration of the MNC’s operation on the market, the size of the organization, and the type of business profile. Whereas the assumptions have been based on a literature review, empirical research has not confirmed that there is a difference between foreign subsidiaries located in more and less developed countries (here, Central Europe and Western Europe).</p>
</sec>
</abstract>

The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec>
<h3>Purpose</h3>
<p>Vallée de la Gastronomie-France (VG) is a new label-brand-network project applied by the territorial governments of three regions in France: Bourgogne-Franche-Comté, Auvergne-Rhône-Alpes, and Provence-Alpes-Côte-d’Azur. The purpose of this study was to investigate this project in terms of its business application and labelled actors’ perception.</p>
</sec>
<sec>
<h3>Design/methodology/approach</h3>
<p>The methodology was based on mixed methods. The qualitative methods included interviews, observations, and study of the job. At the same time, the databases from the Tourism Of-fices were structured according to data
clustering methods such as Affinity propagation and DBSCAN. The results were obtained by using Affinity propagation.</p>
</sec>
<sec>
<h3>Findings</h3>
<p>The study reveals eight clusters of the VG’s labelled actors with a specific attitude toward aggregated attributes which have been selected to describe the project perception. After analysis from experts, they were classified as skeptical, undecided, or supportive toward the VG project. However, each of the clusters has its own distinctive perspective on collaboration, labelling, and the networking process.</p>
</sec>
<sec>
<h3>Practical implications</h3>
<p>Our findings allowed us to bring about a list of recommendations for the Tourism Offic-es’ managers, who are in charge of relationship making with the labelled actors, as well as for the regional struc-tures which are responsible for the VG’s further development.</p>
</sec>
<sec>
<h3>Social implications</h3>
<p>From the labelled actors’ point of view, the most valuable meaning was related to partici-pation in the project of the new brand destination, where wine and gastronomy activities are core competences.</p>
</sec>
<sec>
<h3>Originality/value</h3>
<p>Our paper contributes to the management of the VG by identifying its potential destination</p>
</sec>
</abstract>

Clustering the Perceptions of Labelled Actors of the <italic>Vallée de la Gastronomie-France</italic>

<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec>
<h3>Purpose</h3>
<p>The aim of this article is to analyze the idea of work-life balance (WLB) for the new times after the COVID-19 pandemic from the perspective of organizations, and to indicate an innovative approach to the implementation of WLB tools.</p>
<p>The main scientific problem is: What innovations in the field of work-life balance do parents expect from contemporary organizations as a result of experiences related to the COVID-19 pandemic?</p>
</sec>
<sec>
<h3>Design/methodology/approach</h3>
<p>The conclusions will be based on the results of a nationwide questionnaire survey conducted on a sample of over 10,000 working parents.</p>
</sec>
<sec>
<h3>Findings</h3>
<p>The article presents an innovative process of implementing the WLB concept in organizations in the post-pandemic era. The analysis of employees’ expectations through the assessment of satisfaction and commitment to work resulting from the use of WLB tools plays a special role.</p>
</sec>
<sec>
<h3>Implications for theory and practice</h3>
<p>By analyzing post-pandemic conditions and employee expectations, the improved WLB concept will be presented as an innovative element of human resource management.</p>
</sec>
<sec>
<h3>Originality and value</h3>
<p>The meaning and practical application of WLB in human resource management has been in development for a long time. Various tools used to accomplish work-life balance show the increasing importance of non-wage factors in employee-employment systems. It seems necessary to constantly monitor and analyze how conditions and changes influence the maintenance of homeostasis (equilibrium) in employees’ lives. A special group of interest should be working parents who, during the pandemic, found themselves in a difficult, new situation and were forced to very quickly adapt their professional work to accommodate taking care of children.</p>
<p>The WLB concept is constantly evolving, on the one hand following changes in organizations, and on the other hand following changes in the organization’s environment, including in the socio-economic, cultural, political, and security spheres. In introducing WLB, it is possible to notice a transition from the phase of delineating the boundary between different parts of an employee’s life to creating harmony in connecting the professional and family spheres of employees. Currently, a new trend can be observed in WLB: counteracting the negative effects of work on private life. Emerging challenges require an innovative approach and innovative tools in the field of human resource management. It is necessary to analyze the innovations that can be introduced in this area, with an emphasis on co-creating WLB solutions together with employees.</p>
</sec>
</abstract>

Innovative work-life balance after COVID-19

<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec>
<h3>Purpose</h3>
<p>In countries with a developed economy, including Poland, the state seeks to retain control of enterprises (companies) operating in so-called strategic sectors, such as fuel and energy, chemical industry, transport, and telecommunications infrastructure. Proper control of these entities not only determines the effective implementation of economic policy, but it is also important to ensure the economic sovereignty of the state and public security.</p>
<p>The purpose of this study is to identify and analyze control-enhancing mechanisms in SOEs listed on the Warsaw Stock Exchange (WSE), taking into account the division between majority and minority state ownership.</p>
</sec>
<sec>
<h3>Methodology</h3>
<p>Analysis of documentation.</p>
</sec>
<sec>
<h3>Findings</h3>
<p>Based on the analysis of statutes and shareholder structures of the investigated entities, it is established that for companies with minority state ownership, the state uses control-enhancing mechanisms to gain effective control of the company. Similar mechanisms are also applied in companies with majority state ownership, where these mechanisms contribute to achieving full control of the company. The most commonly used mechanism is a dominant shareholder status and limitation of voting rights for shareholders other than the state.</p>
</sec>
<sec>
<h3>Originality</h3>
<p>Apart from state-owned companies, this analysis also included companies indirectly controlled by the state.</p>
</sec>
</abstract>

Control-Enhancing Mechanisms in State-Owned Companies – Analysis of Companies Listed on the Warsaw Stock Exchange

<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec>
<h3>Objective</h3>
<p>The aim of this paper is to discuss the management aspect of artificial intelligence development policy by the national regulators of the 27 European Union (EU) member states. The solutions formulated by three of them—Germany, France (as a pioneers), and Poland—are analyzed in depth.</p>
</sec>
<sec>
<h3>Conclusions</h3>
<p>The obtained results allow us to conclude that out of 27 EU countries, only one has not yet prepared its strategic project on artificial intelligence (AI) development, while among the existing policies one can find significant differences in the approach to the matter of strategic management.</p>
</sec>
<sec>
<h3>Methodology</h3>
<p>The research methods used are content analysis and comparative analysis of selected source documents. In the course of the deliberations presented, key legal acts concerning the areas of AI and modern technologies are cited.</p>
</sec>
<sec>
<h3>Practical applications</h3>
<p>The presented work formulates a starting point for further research and directions of changes in the management of AI development policy. The attention of subsequent researchers should focus on the possibility of a detailed analysis of other documents published by EU member states, a comparison of policies of other countries across the world, and even an attempt to examine the global dimension of AI strategies.</p>
</sec>
<sec>
<h3>Originality</h3>
<p>The article addresses the problem of creating law only following, rather than preceding, the emergence of technological changes, the lack of systemic regulation of AI tools and mechanisms, as well as the absence of integrated forms of international cooperation with a strategic and long-term dimension.</p>
</sec>
</abstract>

The European map of artificial intelligence development policies: a comparative analysis

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International Journal of Contemporary Management

Volume 59 (2023): Issue 3 (September 2023)

The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

Clustering the Perceptions of Labelled Actors of the Vallée de la Gastronomie-France

Innovative work-life balance after COVID-19

Control-Enhancing Mechanisms in State-Owned Companies – Analysis of Companies Listed on the Warsaw Stock Exchange

The European map of artificial intelligence development policies: a comparative analysis

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