W przeciwieństwie do rozpowszechnionych opinii, Lorem Ipsum nie jest tylko przypadkowym tekstem. Ma ono korzenie w klasycznej łacińskiej literaturze z 45 roku przed Chrystusem, czyli ponad 2000 lat temu! Richard McClintock, wykładowca łaciny na uniwersytecie Hampden-Sydney w Virginii, przyjrzał się uważniej jednemu z najbardziej niejasnych słów w Lorem Ipsum – consectetur – i po wielu poszukiwaniach odnalazł niezaprzeczalne źródło: Lorem Ipsum pochodzi z fragmentów (1.10.32 i 1.10.33) „de Finibus Bonorum et Malorum”, czyli „O granicy dobra i zła”, napisanej właśnie w 45 p.n.e. przez Cycerona. Jest to bardzo popularna w czasach renesansu rozprawa na temat etyki. Pierwszy wiersz Lorem Ipsum, „Lorem ipsum dolor sit amet...” pochodzi właśnie z sekcji 1.10.32.
This paper presents an overview of the normative and descriptive approaches to corporate finance. Particular attention is paid to the descriptive approach, namely empirical finance, which is connected with the widespread use of information technology and access to a large volume of financial data. Through empirical financial analysis constant progress is being made as regards the verification of the assumptions and conclusions which stem from neoclassical concepts. However, empirical studies in the area of corporate finance require proper preparation in respect of such econometric methods.
The article presents selected aspects of a strategic network approach as an optimisation method for operating in a foreign service-market. The important tasks for the leading enterprise of a strategic network are considered to include concentrating on five areas: strategy, core competencies, relationships within the network, external environment, and people. These areas significantly affect the competitive position of the leading enterprise in a new market. The key challenges for the leading enterprise of a strategic business network in a foreign service-market include the implementation of the strategy (including the creation of an appropriate business model and the development of cooperation in the network) and the transfer of knowledge (enhancing the process and removing barriers to knowledge transfer in the network). In order to succeed in a new market, the leading enterprise of a strategic business network should be constantly active in both these key areas.(original abstract)
Knowledge and the processes of managing this resource are currently the principal elements of companies' activities aimed at creating and maintaining their competitive advantage. The fundamental and primary process in this respect is the acquisition of knowledge. However, this is a complex issue as not every type of this resource can contribute to increasing the competitiveness of an enterprise. Cooperation with other companies provides an opportunity to access knowledge that is usually not widely available, which may actually increase an enterprise's results. This issue is particularly significant for service industry companies due to the character of their operations. The findings from empirical research reveal an interdependence between the number of cooperative knowledge sources that are used by the enterprises from this sector and their competitiveness level. The results highlight the significance of using this sort of knowledge by service industry companies. The findings also indicate that the typical set of cooperative knowledge sources used by service industry companies differs depending on the specific characteristics of the services performed by an enterprise.(original abstract)