Purpose: This article seeks to assess the scale of using the funds from Poland’s 1% of personal income tax scheme in the funding of public benefit activity conducted by public benefit organizations in the area of promotion of sports and physical culture. Moreover, it attempts to establish the determinants of revenues from this source earned by individual organizations.
Design/Methodology/Approach: The article presents the results of own research based on a sample of 100 random public benefit organizations. Research conclusions are formulated based on the literature and legislation review, data from the financial statements and technical reports of selected organizations, and statistical methods selected to verify the formulated hypotheses.
Findings: The revenues earned by the organizations from the 1% scheme do not depend on conventional factors, such as organization coverage, the number of beneficiaries, and the persons involved in the activity of the organization or duration of public benefit activity.
Research limitations/Implications: The model developed for research purposes considers no immeasurable factors that may affect the amount of earned revenues, such as recognizability of organization in the society or taxpayer loyalty.
Originality/Value: Our research pioneers the issue of determinants of funds acquired by the organizations from the 1% scheme. Research conclusions can be regarded as a voice in the discussion on the sources of funding the operation of foundations and associations.

Purpose: The article is a review aimed at presenting the concept of and available knowledge on
teal organizations and at indicating further research objectives.
Methodology: Research methods employed in the study included a systematic review of the literature, along with its critical analysis and logical deduction.
Findings: The analysis shows that teal management – based on self-organization – may prove to be an opportunity for companies to adapt to changing circumstances. The teal organization concept is a true revolution in modern management, as it rejects all systems and previously immutable rules of the business world. The subject requires further empirical research.
Research limitations: Limitations apply to both the concept of teal organizations itself and the literature review. Since the teal organization concept was established in 2015, there is a lack of reviews and scientific studies or in-depth empirical research on this topic. Thus, the articles included in the review do not exhaust the issue.
Implications: The issues discussed in the article require further scientific research, primarily empirical. The said research should cover various aspects, such as building a culture of trust and self-organization, leadership (3.0), management through values, and new management methods.
Value: This is the first publication in this field that falls within this research gap. This study constitutesa significant contribution to the development of research on the concept of teal organizations.

Purpose: The aim of the study is to evaluate the influence of team project experiences of students (presence and role of a leader; fairness in team projects; conditions supporting teamwork created by a university) on their attitudes towards teamwork, especially the perception of teamwork effectiveness and the preference of working in teams.

Methodology: In the study the quantitative research was done among master degree Polish students of Management (105 questionnaires). The measures used for the study were developed specifcally for the study referring to the previous research in the feld.

Findings: Results indicate that leaders in team projects and conditions supporting teamwork are connected with the students’ perception of teamwork effectiveness, while the fairness in team projects is connected with students’ preference of working collectively.

Research implications: We conclude that in order to develop a positive attitude towards teamwork, the teamwork projects should be better supported by the instructors (especially supporting the emergence of leader(s) and minimising the problem of free riders) and the university should create a climate that facilitates teamworking, otherwise team projects might negatively influence students’ attitude towards collective work.

Value: On the labour market the teamwork skills are one of the most important skills of employees, as the team-based organizational designs are becoming the norm in work organization. The study is contributing to the understanding of the relations between student experiences and their attitudes as well as the role played by high education in the development of these attitudes. Some previous research in Anglo-Saxon culture countries indicate that team project assignments realised by students during studies might even hinder their attitudes to teamwork and their willingness to work in teams in the future.

Purpose: In this article we focus on the issue of organizational control in its bureaucratic and cultural forms.

Methodology: This research uses exploratory case study analysis of Matsushita Konosuke’s management style of in the early years of the Panasonic Corporation.

Findings: First of all, we fi nd that despite the impressive body of knowledge accumulated over the years, some questions concerning the relationship between two modes of control and their changes over time still remain unanswered. As a result of case study analysis we put forward an original model illustrating the relationship between bureaucratic and cultural modes of control over stages of the organization life cycle.

Research implications and limitations: Implications of the study consist of prescriptions on how to successfully exert control by combining formal and informal measures. Main limitations of the study are related to its generalizability.

Originality: Originality of the study results both from putting forward a new theoretical models and using original historical case of Panasonic Corporation.

Purpose: The main purpose of this paper is to present the phenomenon of interorganizational collaboration from the strategic perspective, as a complex phenomenon, infl uenced by environmental factors, such as institutions – both formal and informal. Additional aims of the paper are: to present a model including all signifi cant elements
and identifying important research gaps.

Methodology: The paper presents the results of literature analyses as well as the fi ndings of the latest research studies in the fi eld of interorganizational collaboration, taking into account the environment of the organization.

Conclusions: The external environment of the organization, in particular socio-cultural factors, has a significant impact on the formation, development, evolution and management of interorganizational collaboration. There are still many research gaps in this fi eld, and some of them have been presented in this paper.

Research limitations: This paper is a theoretical and conceptual study. It forms an introduction to further empirical research.

Originality: The paper presents the phenomenon of interorganizational collaboration in a broader context, taking into account the external environment as an element infl uencing such collaboration. Most of the works in this field focus on organizations managing or coping with the environment. This paper presents a different approach. It indicates the external factors that infl uence interorganizational collaboration from a strategic perspective, and subsequently presents them in the form of a model.

Purpose: The purpose of this paper is to present an idea for understanding cultural processes in the organizational discourse from the perspective of four paradigms in management sciences based on the concept of G. Burrell and G. Morgan.

Methodology: The author has elaborated a valuable list of structures of the scientifi c theory based on the respective paradigms and has compared cultural paradigms in management sciences. The methodology involves an analysis of classical and recent world literature. Nowadays there is no consensus on the defi nitions, types or research models of organizational culture.

Originality: In the literature on the subject we can fi nd many, sometimes contradictory cultural research studies that require further analysis. Precisely because of the diversity and complexity of cultural issues in management sciences a multi-paradigmatic analysis is necessary. The paper presents a proposal for a pluralistic approach to the theory and methodology of cultural studies in management sciences.

Cel: krytyczna prezentacja koncepcji kultury organizacyjnej.

Metodologia: krytyczne i interpretatywne podejście.

Wnioski: kultura organizacyjna, traktowana jako pojęcie analityczne, wywołuje istotne problemy natury etycznej, metodologicznej i pragmatycznej. Sformułowany został zatem postulat traktowania kultury organizacyjnej jako pojęcia uwrażliwiającego, a nie ściśle zdefiniowanego.

Oryginalność: artykuł wprowadza do debaty na temat teorii organizacji zestaw nowych kategorii, które mają swoje źródło w antropologicznej krytyce postkolonialnej.