<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Iwona   Gorzeń-Mitka</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">FRAGILITY - RESILIENCE AND ROBUSTNESS - ANTIFRAGILITY: NECESSITY, CHOICE, OPPORTUNITY OR SOMETHING ELSE IN MANAGEMENT?</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">business model</style></keyword><keyword><style  face="normal" font="default" size="100%">management science</style></keyword><keyword><style  face="normal" font="default" size="100%">supply chains</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2022</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2022</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2022/450-1672756846.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">17</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Management science is primarily concerned with research related to and benefiting from the experience of business practice. Hence, the search for optimal solutions, often takes place on the 'living fabric' of organisations. The current situation is no different. On the one hand (in the face of geopolitical instability in Europe), we observe the fragility of organisations or hitherto applied solutions (acute disruptions: of supply chains - e.g., of highly processed goods; of services - e.g., related to global links in the banking system; or related to reorientation in the energy system). The need for rapid (often radical) change in the organisation proved to be a condition for its survival. On the other hand, we note a number of effects indicating the high competence of companies, operating mainly in highly developed economies (such as Europe), in terms of their flexibility and resilience to highly volatile disruptions (which are undoubtedly present in Europe). The search for effective ways/methods to increase organisations' level of preparedness for future crises and build its capacity to turn crises into opportunities has become more important than ever.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-7</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Camille   Carbonnaux</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">FAIR COMPETITION AND MANAGEMENT IN THE EUROPEAN UNION</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">commercial freedom</style></keyword><keyword><style  face="normal" font="default" size="100%">European legislation</style></keyword><keyword><style  face="normal" font="default" size="100%">fair competition</style></keyword><keyword><style  face="normal" font="default" size="100%">management science</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1397905467.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">As part of the rapprochement between juridical science and management science, alongside the disciplines of Law and Economics and Law and Finance a new approach known as Law and Management has appeared (Masson &amp; Bouthinon–Dumas 2011, p. 233). The latter aims at demonstrating that the law is not simply a source of constraint for economic operators; it can also be a source of opportunity and a lever for business prosperity. In this sense, this approach aims at understanding how businesses can use the law to their advantage and make it a decisive factor for their development (Ibidem). In the particular context of developing a competitive European strategy, the consideration of fair competition can render this new approach highly significant. 
 In particular, it is necessary to reinforce European legislation in social, fiscal and environmental matters. The diversity of national legislation relative to each of these sectors infringes upon the consistency of the juridical environment to which economic operators should have access based on fair competition. In the context of the current economic crisis it is becoming increasingly necessary for European institutions to duly take this legitimate interest into account.</style></abstract><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-5</style></section></record></records></xml>