<?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%">Štefan Slávik</style></author><author><style face="normal" font="default" size="100%">Robert Hanák</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">IDENTIFICATION OF RELATION BETWEEN BUSINESS MODEL AND BUSINESS STRATEGY AND MEASUREMENT OF ITS TIGHTNESS</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%">business strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">market position</style></keyword><keyword><style  face="normal" font="default" size="100%">model-strategy-relation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1500448465.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">Business model and business strategy fundamentally characterize and predetermine the essence of a company and its action. Research has already brought a fairly extensive knowledge of the model and strategy too. There is also emerging evidence that describes the relationship between model and strategy, but it is not verified by empirical research. The research confirmed the existence of a real relation between model and strategy using quantitative methods. Business model impacts significantly on the market position of the company, has got implications for competitive advantage, originality/uniqueness of the company action and of its passivity/activity. The acquired knowledge can be used to purposeful alignment of model and strategy. A higher degree of intensity of this relationship improves the market position of the company and may be a potential source of higher company performance.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">54-68</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%">Joanna Radomska</style></author><author><style face="normal" font="default" size="100%">Letycja Sołoducho-Pelc</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">BUSINESS STRATEGY IN INNOVATIVE AND NON-INNOVATIVE COMPANIES OF VARIOUS SIZES</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 strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">company size</style></keyword><keyword><style  face="normal" font="default" size="100%">competitive advantage</style></keyword><keyword><style  face="normal" font="default" size="100%">innovative companies</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1515926406.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">10</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%">The influence of innovation upon the competitive advantage of companies seems to be an actual issue worth examining. That’s why it is interesting to investigate the various aspects of the strategies pursued by companies classified as innovative or non-innovative. The aim of the research was to check whether the differences between enterprises can be traced back to their sizes or should rather be derived from their unique characteristics. In order to test the hypotheses, the correlations (established on the basis of the Kendall's tau-b correlation coefficient) between specified research areas and the size of the company were calculated for the two groups of companies (innovative and non-innovative). The study was conducted using the PAPI technique and the 5-point Likert scale. The research sample included two groups of companies – innovative (88 companies) and non-innovative (34 enterprises). The respondents in the survey included company managing staff. Presenting the findings of the research, it can be pointed out that in a group of innovative companies no distinctness regarding the primary objectives of strategy could be demonstrated. Only the correlations between the size and risk of the business and the implementation of global expansion strategy can be considered. Companies that are not oriented to innovation, however, significantly differ only regarding to strategy formalisation, which increases with the organisation’s growth. The main research findings proved that there is a lack of noticeable differences in the strategies of innovative and non-innovative companies analysed in terms of their size.</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Original Article</style></work-type><section><style face="normal" font="default" size="100%">100–109</style></section></record></records></xml>