Kamila Malewska
Biographic Data
| ID | 6198113 |
|---|---|
| NAME | Kamila Malewska |
| GIVEN NAMES | Kamila |
| FAMILY NAME | Malewska |
| SIGNATURE | MALEWSKA K |
| AFFILIATIONS | Poznań University of Economics and Business |
| ORCID | 0000-0002-0365-6318 |
| VERIFIED | Yes |
| TOTAL WORKS | 3 |
| TOTAL CITATIONS | 2 |
| AUTHOR COUNT | 3 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2023 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 1 |
From Capabilities to Competitive Greening
Drawing on dynamic capabilities view and upper echelons theory, this study shows how energy‐sector SMEs convert dynamic capabilities into green competitive advantage. We theorize that sensing–seizing–reconfiguring routines are associated with green competitive advantage only when top managers visibly prioritize environmental goals and foster a shared understanding of green priorities, giving rise to a behavioural–cognitive cascade from managerial…
What drives organizational agility in energy sector companies? The role of strategic CSR initiatives and the dimensions of proactive CSR
The speed of global changes, which are forcing energy companies to take proactive initiatives so as to take advantage of market opportunities, increase the importance of organizational agility as a key strategic alignment mechanism. The second most important mechanism determining the development of companies in the energy sector is social responsibility, which by nature should be proactive and embedded in the development strategy. Drawing on rese…
The impact of resources on digital transformation in energy sector companies. The role of readiness for digital transformation
Energy sector companies operate in a complex environment characterized by restrictive regulations, increasing competition, geopolitical influences and changing stakeholder expectations. To be able to respond dynamically to these changes, ensuring open, automated communication and real-time operation of the energy system, managers need to transform companies digitally. While the digital transformation of energy companies is inevitable, limited acc…
The impact of resources on digital transformation in energy sector companies. The role of readiness for digital transformation
Energy sector companies operate in a complex environment characterized by restrictive regulations, increasing competition, geopolitical influences and changing stakeholder expectations. To be able to respond dynamically to these changes, ensuring open, automated communication and real-time operation of the energy system, managers need to transform companies digitally. While the digital transformation of energy companies is inevitable, limited acc…
What drives organizational agility in energy sector companies? The role of strategic CSR initiatives and the dimensions of proactive CSR
The speed of global changes, which are forcing energy companies to take proactive initiatives so as to take advantage of market opportunities, increase the importance of organizational agility as a key strategic alignment mechanism. The second most important mechanism determining the development of companies in the energy sector is social responsibility, which by nature should be proactive and embedded in the development strategy. Drawing on rese…
The impact of resources on digital transformation in energy sector companies. The role of readiness for digital transformation
Energy sector companies operate in a complex environment characterized by restrictive regulations, increasing competition, geopolitical influences and changing stakeholder expectations. To be able to respond dynamically to these changes, ensuring open, automated communication and real-time operation of the energy system, managers need to transform companies digitally. While the digital transformation of energy companies is inevitable, limited acc…
From Capabilities to Competitive Greening
Drawing on dynamic capabilities view and upper echelons theory, this study shows how energy‐sector SMEs convert dynamic capabilities into green competitive advantage. We theorize that sensing–seizing–reconfiguring routines are associated with green competitive advantage only when top managers visibly prioritize environmental goals and foster a shared understanding of green priorities, giving rise to a behavioural–cognitive cascade from managerial…
Business (2 works) · Corporate Social Responsibility Reporting (2 works) · Economics (2 works) · Industrial organization (2 works) · Knowledge management (2 works) · Management (2 works) · Process management (2 works) · Strategic management (2 works) · Business administration (1 works) · Business Strategy and Innovation (1 works)