Companies operating in the creative industries are struggling with the simultaneous pressure to be innovative and creative, which requires access to unique resources (such as knowledge and creative potential), but also means they must be effective in actions taken. To find a balance between those tensions, they are using the networking approach. Therefore, it seems that networking is becoming a high priority and that being involved in networks is a crucial part of such companies’ business models. Nevertheless, their competitive advantage is based on creative potential, which means that they are rooted in building and maintaining internal relations. As a result, in creative industries, relationships with internal and external stakeholders are crucial, but are strongly based on trust. Thus, the main aim of this paper is to investigate whether trust is the main factor influencing the approach to management. Moreover, we tried to understand the impact of trust on the managerial actions taken. We used the multiple case study research method to examine the role of trust in cooperation, as well as in shaping internal relations in companies operating in the creative industries. To achieve that goal, 10 companies from Poland and Portugal (5 from each country) were investigated in order to find any regularities. By analyzing the research results, it was possible to identify consistencies among the sample and present the main findings. Therefore, four approaches distinguished by the degree of trust were identified. When the level of trust is low, companies are operating within their network based on close relationships, as well as using collective participation where the team is perceived as a key success factor. On the other hand, when the level of trust is higher, companies move towards cooperative management (where the role of competitors is crucial) as well as individual participation (where an employee is engaged in the creative, as well as the decision-making, process). As a result, a theoretical model is proposed that includes the level of trust and the external and internal stakeholders’ perspective. Based on our research, trust can also be added as a fourth ‘T’ to the ‘3T’ (talent, tolerance and technology) concept proposed by Florida (2003).

The purpose of this paper is to present the results of an ESG analysis of companies from the RESPECT Index. The results of the analysis prompt the authors to formulate a postulate that ESG ratings of companies should be taken into account in the subsequent editions of the RESPECT Index. Thomson Reuters EIKON database can be used to assess the manner of managing the ESG factors by companies. It is also proposed that the stakeholders and, in particular, investors that pay attention to ESG ratings of companies, should take into account this database when analysing potential investments.Streszczenie: Celem artykułu jest przedstawienie wyników analizy ESG spółek z indeksu RE-SPECT. Wyniki analizy skłaniają autorów do sformułowania postulatu, aby w kolejnych edycjach indeksu RESPECT w procedurze tworzenia jego składu uwzględniano wyniki ESG spółek. Do oceny zarządzania przez spółki czynnikami ESG może posłużyć baza danych Thomson Reuters EIKON. Proponuje się również, aby interesariusze, a w szczególności inwestorzy zwracający uwagę na dane ESG spółek, brali pod uwagę tę bazę do analizy potencjalnych inwestycji.Słowa kluczowe: czynniki ESG, analiza ESG, RESPECT Index, Thomson Reuters EIKON.

Ewa Mazur-Wierzbicka: Realizacja work-life balance jako jednego z narzędzi CSR w polskich przedsiębiorstwach na przykładzie Lidla i Biedronki Marta Miszczak: Komunikowanie polityki CSR klientom przez sklepy dyskontowe w Polsce .

Purpose: This paper is aimed at investigating the research trends about ambidexterity blended with creativity and checking whether networking could be one of the approaches making that perspective more comprehensive. Approach/Methodology/Design: Almost every industry, characterized by particular specifics provides different managerial pressures. Those tensions are the drivers of changing managerial cognition aimed at finding the balance between improving the organizational performance and value creating. Based on the literature review and database search using PRISMA protocol, we proposed integrating ambidexterity, creativity and networking in one research perspective. Findings: A detailed analysis revealed three main research areas that are discussed so farthe development of dyadic ties of individuals, multitasking approach and the evolution of social networks linking individuals. Practical Implications: There are different managerial dilemmas which are rooted in the tensions observed. Holistic perspective that is applied in this study includes managing ambidexterity to develop specific organizational abilities driven by creativity. Providing an integrative perspective where the networking is also included, would allow to find the managerial solutions to some of the paradoxes reported. Originality/Value: Although there are many research results that confirm the necessity of enhancing the level of creativeness in organizations, we proposed including the networking perspective as one of the approaches that would allow to gain the knowledge and skills necessary to build the creative potential. As a result the perspective proposed would allow to deal with the paradoxes identifies and enhance the level of ambidexterity.

The literature on the strategic management emphasizes the essence and importance of both the good formulation and the proper implementation of the strategy. However, business practice shows that while companies have quite highly developed skills in the area of strategy formulation, at the same time they are characterized by a surprisingly low level of skills in the scope of the effective implementation of the strategy. Various factors that affect the effectiveness of the implementation process are mentioned, including poorly developed leadership skills among management staff, the improper allocation of decision-making powers, the incompetent communication of the strategy, the lack of ability to manage changes, and the lack of appropriate motivators associated with the strategy being implemented. It is worth considering whether the companies that achieve market success are also facing such problems in the strategy implementation process. This paper is based on the results of the research conducted as part of the project entitled "The implementation of the strategy in the organization-model, determinants and implications" 1. It presents five key problems faced in the strategy implementation process by small and large companies that can be considered to be effective in implementing their development concepts. It appears that the implementation of the strategy in such companies is usually hindered by two problems: "management staff overloaded with current problems" and "attention of employees focused on operational activities". Most problems are associated with the changes occurring in the environment and the lack of appropriate motivators.