Witczak Hubert, The law of economic surplus in action systems, Research Papers in Economics and Finance, 2025, vol. 9, no. 1, pp. 81-102. [read]
This paper is an attempt to define the law of economic surplus (ES) in action systems (AS). Categories similar to ES are studied in particular by economics, praxeology (forms of efficiency) and management sciences. These sciences attribute the long-term success or failure of AS to various sources, but not directly/mainly to ES. Profit/loss, as forms of positive or negative ES respectively, can be a source of success/failure of AS. These, in turn, have their own sources and conditions.
So far, it has been assumed that profit need not be the guiding principle for the management of any (all) AS. None of the scientific theoretical concepts make claims that recognise and solve the broader problem of the sources of longevity of any (all) AS. I try to offer a solution using a praxeological and systemic approach, prognostic-diagnostic methodology and hypothetical-deductive reasoning.
I argue that the most important source of longevity is ES. The efficiency of the AS must always be greater than that required to repeat the cycle of action at the initial level and to make the necessary changes. Over the long term, a surplus must be achieved by any (all) AS. (...)
Witczak Hubert, The systemic-praxeological approach to the methodology of primary scientific activity of the management science system, Research Papers in Economics and Finance, 2020, vol. 4, nr 2, s. 7-17. [read]
The scientific methodology of management science (MSc) is consistent in terms of direction with the overall methodology of sciences. Still, it continues to pose significant challenges. One such challenge is the problem of system characteristics of MSc methodology at the highest level of scientific practice, i.e. praxeology and systems theory. There are also the problems of MSc synthesis, i.e. the definition of its universal scope, in the light of its increasing diversity and specialisation of domains. This paper aims to elaborate on the achievements to date in management science on the grounds of the systemic-praxeological approach, scientific synthesis of methodology, with a particular focus on the role of reasoning and inference. My assertion is that methodology is a subsystem of the core of primary scientific activity of MSc, comprising the components of scientific practice focused around the scientific method (methods). Its objective domain extends beyond the cognitive function (C), also encompassing value assignment (A), determination of post-diagnosis scientific action (R), decisions about scientific models (N) and implementation of scientific models (I) –CARNI system. The scientific methodology of MSc is specifically a product of scientific problems as well as the goals, principles and methods used to solve them, forming an exceedingly complex system. Scientific reasoning and inference are not stand-alone scientific methods – they are ingredients of every scientific method. What sets the scientific method apart is the capability of a given scientific manner to solve a given scientific problem.
Witczak Hubert, O roli systemu zarządzania zasobami ludzkimi, Edukacja Ekonomistów i Menedżerów. Problemy. Innowacje. Projekty, 2019, vol. 52, nr 2, s. 55-66. [read]
The HRM (Human Resource Management) system is a subsystem within any operational system (OS). There is a scientific and epistemological problem concerning the role of the HRM system within the OS. The aim of this paper is to determine whether the specific nature of systemicity and the role of HRM are reflected in the design of the HRM system, particularly its structure. The relationships between the systemic nature and role of HRM and its development and structure have not been fully scientifically recognised. The author of this article argues that the HRM subsystem is the most important balanced subsystem of any operational system, and that HRM should be conducted on the principles of unique dialectical management, the management of paradoxes and chaos. The scope of this work is: 1) the category of ‘SD’ as a factual scope; 2) the category of ‘HRM system’ as an object scope; 3) the universality of time and space. A systemic-praxeological approach, a prognostic method and hypothetical-deductive reasoning were employed.
Witczak Hubert, Wprowadzenie do związku między wybranymi prawami nauk a skutecznością zarządzania strategicznego, Management Forum, 2018, vol. 6, nr 1, s. 40-53. [read]
The aim of this study is to provide a better understanding, compared to the current state of research, of the relationship between selected scientific laws and the effectiveness of strategic management (SM) of operational systems (OS). Incomplete effectiveness is a permanent feature, despite the systemic nature of SM. The material scope of the study covers selected scientific laws as they relate to OS as a category. The subject scope concerns the potential influence of selected scientific laws on the strategic effectiveness of OS within a universal space-time (ST). A systemic-praxeological approach was applied, utilising a diagnostic-prognostic method and hypothetical-deductive reasoning. In addition to the preliminary identification of the potential for such relationships, the essence of the work is the assertion of the limited effectiveness of SM. Among the laws discussed, the following play a key role in the effectiveness of SD: the law of economic surplus; the law of necessary diversity; and the laws of the limitations of cognition. The general conclusions suggest a perspective of strategic effectiveness. In addition to the need to respect these laws within SD, it is essential to make continuous efforts to reduce the imperfections in their application.
Witczak Hubert, Wstępne rozpoznanie istoty potencjału strategicznego systemu działającego, Management Forum, 2017, vol. 5, nr 3, s. 45-51. [read]
In management studies, there is a need for a better understanding of the category of ‘strategic potential’. The aim of this paper is to propose preliminary propositions regarding the identification and exploration of this concept. The scope of this paper covers the strategic potential of any operating system (OS). Strategic potential is the ability of a given AS to shape strategic changes in order to achieve strategic success. Strategic potential is a complex sum of intricate variables: the strategic domain, as well as the flexibility, uniqueness, competence, efficiency, attractiveness and controllability of a given AS. It is a key determinant of strategic success. The scale of strategic potential ranges from its absence (level zero potential) to its full extent (level 1 potential). Strategic potential requires further research, including classification and explanatory studies.
Witczak Hubert, Doktryny zarządzania strategicznego, Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, 2016, nr 420, s. 398-410. [read]
The question at the heart of this article is: ‘What principles should guide strategic management?’. It is by no means obvious that a strategist can (should, must, etc.) pursue a strategy solely by adapting to the situation or striving for values, objectives, etc. The doctrines of strategic management of functioning systems were examined, at a categorical level, using a systems approach and a hypothetical-deductive method of reasoning. The problem and cognitive aim of this work is an attempt to determine the role of a priori assumptions (doctrines) of strategic management for strategic efficiency and success. There are almost always certain a priori assumptions of strategic management. The strategist selects a more or less specific set of doctrinal propositions according to which he or she conducts the strategy. The potential of the doctrine is determined on the basis of many sources, and its rational propositions are only part of the set of doctrinal propositions. The role of strategic management doctrine cannot be overestimated from the point of view of strategic effectiveness and success.
Witczak Hubert, Wstęp do poznania systemu strategicznego zarządzania zasobami ludzkimi, Marketing i Rynek, 2014, nr 5 (CD), s. 1265-1272. [read]
Human resource management (HRM) is a vast field of research, including strategic human resource management (SHRM). However, existing research does not provide a comprehensive systematic synthesis. The overarching problem addressed in this study is the question of the systemic nature of SHRM. The aim of this work is to identify the SHRM system (SSHRM). The scope of the study covers existing systems, with a focus on the enterprise. The subject of the work centres on the logical framework of SSHRM, its structure, role and links to success. The study employs a hypothetical-deductive method, based on the current state of knowledge. The SZZL system consists of: the core (HRM processes, HRM objects, HRM institutions and the HRM social system), the aspirational perspective (political and strategic values and objectives), the strategic HRM doctrine, and the strategic HRM circumstances (situation and rigid constraints). The system is a complex structure: open, diffuse, hybrid, variable and self-referential. It is a primus inter pares strategy amongst all corporate strategies and factors of corporate success.
Witczak Hubert, Wstęp do naukowego statusu koncepcji zarządzania, Organizacja i Kierowanie, 2014, nr 2, s. 71-85. [read]
The literature presents management concepts (MC) in an unclear manner and on questionable grounds. The problem lies in identifying the very nature and distinctiveness of management concepts against the backdrop of other scientific theories concerning operational systems within which humans exist. Another problem is understanding the status of management concepts in relation to the focus of the management sciences (MS). The aim of this study is to make cognitive progress in this field. I employ a systems approach (research perspective) and hypothetical-deductive reasoning. I use analytical matrices for the purposes of exploring and systematising management concepts. I define the scientific system in terms of operational systems. I define the essence of management concepts and distinguish them from other forms of scientific propositions. I also relate management concepts to the focus of scientific practice and present selected principles for their systematisation.
Witczak Hubert, Wstęp do problemów tożsamości załogi przedsiębiorstwa, Studia Oeconomica Posnaniensia, 2014, vol. 2, nr 9, s. 149-174. [read]
The aim of this article is to identify, using the hypothetical-deductive method, the nature of people working within a functioning system, particularly a business. The current state of scientific knowledge on this subject, as found in the literature, is not entirely satisfactory. The claims mainly concern ‘human resource management’ (labour force, staff, employees, human capital – insert as appropriate), without exploring, classifying or explaining their nature. After reviewing the state of knowledge, I have attempted to define the nature of the operating system, viewing it as: a complex structure of aspirations (political, strategic), the core of the operating system (based on operational objectives and the processes serving them), the doctrine of activity, the operational context, or the rigid constraints on activity. I further argue that the main part of the operating system is the operating entity, a component of the core of the operating system. In single-entity operations, the entity is a human individual, a highly integrated whole. In multi-entity activities, we are dealing with various individuals and more complex human systems. I maintain that all people working for the benefit of the enterprise constitute the Team – entrepreneurs and investors, management, as well as the self-employed and employees. Each of them contributes energy (work) to the company in different ways and is, in every respect, a key factor in its success. However, the workforce is also a social entity, which raises issues regarding its identity and management. These issues can be resolved, particularly through the management of paradoxes, chaos and dialectical management.
Witczak Hubert, Wstęp do systemu nauk o zarządzaniu, Współczesne Zarządzanie: Contemporary Management Quarterly, 2013, nr 2, s. 27-40. [read]
The aim of this paper is to provide an introductory overview of the field of management science. It focuses on selected issues such as the differences between the natural sciences and management science, the systemic nature of management science, and the structure and outcomes of management science.
Witczak Hubert, Elementy aksjologiczne kontekstu sukcesu strategicznego, Prace i Materiały Wydziału Zarządzania Uniwersytetu Gdańskiego, 2011, nr 4/3, s. 231-243. [read]
The aim of this article is to identify selected components of the axiological context of strategic success. The principles by which we assess and evaluate an operating system and its management system influence the values that an entity recognises and shapes. The evaluation of strategic success is, like strategy itself, a situational game—specifically, an inter-entity one. These games, and their outcomes, are neither the exclusive domain of a single entity nor entirely rational and reflective. The evaluation of success is a function of the internal structure of the entity itself or its governing body, as well as the degree of egocentrism adopted in external relations. Consequently, it is necessary to conduct a kind of axiological assessment of strategic success.
Witczak Hubert, Skrzynka narzędziowa menedżera w systemie zarządzania, Zeszyty Naukowe Uniwersytetu Ekonomicznego w Poznaniu, 2010, nr 148, s. 141-171. [read]
The author conducts a comparative analysis of the manager’s toolkit within a management system. The manager’s toolkit is a construct whose nature depends on the manager’s objectives, their philosophy, the specific characteristics of the system being managed, and the circumstances. It is a complex, open, diffuse, hybrid and variable collection rather than a subsystem. It is only against the backdrop of the management system as a whole that the systemic nature of the manager’s toolkit becomes apparent. (fragment of text)
Witczak Hubert, Otwarcie MŚP a integracja nadsystemu : próba definiowania pola naukowego, Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, 2009, nr 49, s. 108-115. [read]
The subject of this study was SMEs, i.e. sole traders, micro-enterprises and small enterprises, regardless of their legal or economic status or classification, established independently by individuals seeking to become entrepreneurs. They will either become a permanent component of the socio-economic supersystem (the mature phase) or disappear (the non-existence phase) after leaving the inter-phase transition in the real sphere. Remaining in the inter-phase transition is inherently disadvantageous; therefore, the aim is to exit it as efficiently as possible. Entering the maturity phase guarantees a higher probability of longevity, which also benefits the supersystem. Conversely, disappearance reduces the costs of the would-be entrepreneur and makes the energy of the prospective SME available to other entities. The author has attempted to define a field of study concerning the relationship between the level of supersystem integration and the efficiency with which an SME exits the interphase transition. The author employed a systems approach and a metalanguage, as well as a prognostic method utilising deductive reasoning.
Witczak Hubert, Próba wzbogacenia kluczowych pojęć istotnych dla zarządzania strategicznego, Zeszyty Naukowe Uniwersytetu Ekonomicznego w Poznaniu, 2009, nr 129, s. 630-636. [read]
The idea behind this paper is based on the conviction that concepts possess significant instrumental value. The multifaceted and eclectic nature of management studies, including strategic management, calls for a return to first principles, including concepts. Reaching a consensus on these concepts forms the foundation of academic discourse and management practice. The author of the article examines the relationships between concepts important for strategic management, arguing that strategy is: 1) not merely strategic management and 2) not merely a strategic plan. (fragment of text).
Witczak Hubert, Podsystem zarządzania zasobami ludzkimi w systemach społecznych, Zarządzanie Zasobami Ludzkimi HRM [ZZL], 2009, nr 1(1), s. 13-30. [read]
The aim of this study is to define and situate the field of human resource management within social systems, with particular emphasis on the enterprise. Existing approaches lack a sufficiently systematic perspective, resulting in a veritable ‘theoretical jungle’ where isolated contributions and passing fads prevail. The basis for defining the human resource management subsystem lies in identifying the key value, namely the workforce’s ability to carry out the enterprise’s tasks, and the fundamental processes that shape this ability. Other activities and processes, factors (objects), institutions and social systems develop around these values and processes. Together, they constitute the human resource management subsystem in both a broader (classical) and a narrower (specialised) sense. This forms the teleological and substantive foundations for the advancement of human resource science.
Witczak Hubert, Zarządzanie zmianą – zmiana zarządzania, Zeszyty Naukowe Akademii Ekonomicznej w Poznaniu, 2008, nr 105, s. 99-121. [read]
The aim of this study is to examine the nature of ‘change management’ in social systems, particularly in the context of business, from both a cognitive and a normative perspective.
Witczak Hubert, Nauka o zarządzaniu a nauka o ekonomii, Współczesne Zarządzanie: Kwartalnik środowisk naukowych i liderów biznesu, 2007, nr 6, s. 31-42. [read]
Management and economics are inseparable in every action; therefore, they are not independent activities. There is no sphere of human activity that is not subject to management (domain: management) and economics (domain: economics). Management and economics are comprehensive disciplines: they deal with the understanding, evaluation and decision-making regarding any system. Understanding the differences and connections between management and economics has significantly shaped, shapes and will continue to shape the efficiency of social systems.
Witczak Hubert, Podstawowe problemy zarządzania strategicznego przedsiębiorstwem, Zeszyty Naukowe Akademii Ekonomicznej w Poznaniu, 2007, nr 86, s. 156-166. [read]
This article outlines the roles performed by an entrepreneur, namely the creation and management of a business. It describes the challenges associated with running a business and possible strategic responses. It also provides a general overview of the issue of strategic business management.
Witczak Hubert, Strategiczny sukces przedsiębiorstwa, Prace i Materiały Wydziału Zarządzania Uniwersytetu Gdańskiego, 2007, nr 2, s. 262-275. [read]
This paper provides an overview of existing concepts of strategic business success found in the available literature. Against this backdrop, an attempt is made to define the essence of this category of success and to identify the requirements that an entrepreneur must meet in order to achieve success in the near future. The aim is to identify the essence of strategic success, based on such categorical concepts as enterprise, strategy and success, and to define its concept and future determinants through deductive and cognitive analysis.
Witczak Hubert, Istota systemu zarządzania przedsiębiorstwem w literaturze, Prace Naukowe Akademii Ekonomicznej im. Oskara Langego we Wrocławiu, 2007, nr 1184, s. 38-47. [read]
The author’s aim was to assess the current state of cognitive scientific knowledge in the field of business management systems. In the author’s view, the significance of such a study stems from the belief that cognitive knowledge should be the primary source of normative information and management practice.
Witczak Hubert, Problem naukowy jako podstawa aktywności naukowej w nauce o zarządzaniu, Zeszyty Naukowe Akademii Ekonomicznej w Poznaniu, 2006, nr 81, s. 605-615. [read]
This article outlines the systemic characteristics of scientific rigour. It discusses the purpose of scientific activity, the requirements for scientific rigour, the scientific system and process, and the fundamental operations of science. It then examines the scientific nature of problems in management science, presents the characteristics of a scientific problem, and briefly describes the process of identifying scientific problems.
Witczak Hubert, Przedsiębiorstwo – system gospodarujący, Zeszyty Naukowe Akademii Ekonomicznej w Poznaniu, 2006, nr 79, s. 31-49. [read]
The author has characterised the enterprise as an economic system. Given the various interpretations of the term ‘system’, the article makes an interesting contribution to the debate on this subject.
Witczak Hubert, Implementacja w zarządzaniu strategicznym, Zeszyty Naukowe Akademii Ekonomicznej w Poznaniu, 2004, nr 43, s. 85-107. [read]
This article examines the nature of implementation and its role as a key phase of strategic management. It reviews various approaches to strategy implementation and sets out the principles governing the role of implementation in strategic management.
Witczak Hubert, Systematyzacja teorii organizacji i zarządzania, Zeszyty Naukowe Akademii Ekonomicznej w Poznaniu, 2003, nr 33, s. 100-116. [read]
This study is an attempt to reflect on the systematisation of organisational and management theory, but only in terms of reconstructing the current state of affairs. It is more a matter of raising the issue and capturing the existing order than of explaining it.
Witczak Hubert, Metodyka podstaw formułowania strategii przedsiębiorstwa, Zeszyty Naukowe Akademii Ekonomicznej w Poznaniu – seria 1, 1995, nr 236, s. 73-88. [read]
The purpose of this article is to present professional approaches to formulating corporate strategy, taking into account the strategic management cycle and its components. It discusses the strategic management cycle, the logic behind strategy formulation, the company’s mission, vision and long-term objectives, as well as strategic issues and strategic diagnosis, providing a classification of the methods and techniques involved.
Witczak Hubert, Strategiczne uzależnienia działalności przedsiębiorstw, Zeszyty Naukowe Akademii Ekonomicznej w Poznaniu – seria 1, 1991, nr 160, s. 69-82. [read]
An enterprise is a specific form of organisation of human activity. The fundamental attributes of an enterprise are: – the pursuit of any socially acceptable activity – consisting of the provision of products and services to the community, – the management of any resources, – acting on behalf of, in the interests of, and for the account of the owner(s), – economic surplus, derived from the business activities, as the main motive and condition for the enterprise’s existence and development. The social justification for the existence and development of an enterprise must lie in its outputs, that is, its products and services, which are socially accepted through the act of purchase and sale. This acceptance may be voluntary, through a free choice made by the customer, or forced, for example under monopoly conditions. If an enterprise fails to gain market acceptance for its products and services, it loses its social raison d’être. Under certain conditions, for example in the absence of other sources of financial support (credit, etc.), a failure to gain acceptance hinders or prevents the generation of an economic surplus from the business’s operations.
Witczak Hubert, Wprowadzenie do projektowania systemów zarządzania, Skrypty Uczelniane Akademii Ekonomicznej w Poznaniu, 1991, nr 382, s. 61-77. [read]
Witczak Hubert, Organizacyjne uwarunkowania strategii przedsiębiorstwa wobec otoczenia, Zeszyty Naukowe Akademii Ekonomicznej w Poznaniu – seria 1, 1984, nr 113, s. 40-60. [read]
The aim of this study is to demonstrate that the strategy of a socialist industrial enterprise and its outcomes depend significantly on its organisational links with the external environment. Here, we understand strategy as a framework programme of the system’s (the enterprise’s) fundamental responses to changes in the external environment. In this context, strategy: primarily comprises objectives, criteria and principles of conduct formulated as key decisions – ‘responses’ to changes in the environment; is the result of a specific interaction with the environment; and is a fundamental programme from which tactical and operational plans are derived. The enterprise’s environment – apart from the physical one – is always dynamic and, to a greater or lesser extent, ordered and organised, regardless of whether this degree of order is caused by the enterprise itself, an external organiser, or self-organising processes (e.g. the market). This order is also characterised by a certain degree of stability (or volatility). If we consider social reality as such, the enterprise is also situated ‘within’ this order, and is therefore subject to organisational constraints external to itself. This has significant consequences for enterprise-environment feedback loops and their effects.
Witczak Hubert, Czynniki organizacji, Zeszyty Naukowe Akademii Ekonomicznej w Poznaniu – seria 1, 1981, nr 101, s. 23-39. [read]
The aim of this study is to outline the nature of so-called organisational factors from the perspective of their role in the structure of an organisation. The subject of this discussion is the organisation in general; however, to make the line of reasoning easier to follow, the focus has been narrowed to the socialist industrial enterprise.
Frąckowiak Waldemar, Witczak Hubert, Wybrane warunki skutecznego sterowania rozwojem przemysłu, Acta Universitatis Lodziensis, Zeszyty Naukowe Uniwersytetu Łódzkiego, Nauki Ekonomiczne i Socjologiczne – seria III, 1979, zeszyt 37, s. 111-129. [read]
