<?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%">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></records></xml>