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DOI: 10.15240/ ul/001/2017-1-006
In oduc ion
Knowledge managemen is p esen ly o
speci i c in e es o economis s dealing wi h
co po a e go e nance, as o e he las ou
decades hey ha e no ed a lack o in l uence o
he adi ional ac o s o compe i i e ad an age
due o he g owing impac o global p ocesses,
di usion o inno a ion and he widesp ead
up ake o mode n echnologies in p oduc ion
p ocesses. In o ma ion and knowledge, which
a e elemen a y esou ces o he blossoming o
socie ies unc ioning on a mode n basis, hei
economies, and mos o all companies, a e
inc easingly impo an o de elopmen . Since
Poland’s accession o he EU, manage s o
en e p ises ha e a emp ed o posi ion hem
on he ma ke , using mos ly adi ional, p ice-
cos sou ces o compe i i e ad an age, which
can ce ainly be bene i cial in he ini ial pe iod,
bu i will no help o build solid ounda ions o
compe i i eness in he u u e. Educa ion and
he de elopmen o in eg a ed se s o di e se,
unique skills, c ucially a ec ing he alue o
cus ome s (Pie scionek & Ju ek-S ępień,
2006), a e conside ed o be he mos impo an
o hem. Imp o ing compe i i eness should
ake he in e - ela ionships and dependencies
a ising om he implemen a ion o inno a i e
p ocesses, c ea ing o ganisa ional aspec s o
managemen in he p ocesses o mode niza ion
and e i aliza ion o en e p ises in o accoun
(Fi lej, 2012). A knowledge-based economy,
which inc easingly equi es esea ch on he
social sciences, o he mos pa o s eng hen
he ac i i ies o indi idual en ep eneu s, should
be conside ed as he economy cu en ly in
o ce (Fi lej & Rydz, 2012a).
1. O e iew o Li e a u e
Economics heo is s poin ou ha he global
economy is in he age o in o ma ion and
knowledge, which occu ed a e he ag a ian
and indus ial e olu ion. A. To l e de i nes
he cu en pe iod as he e a associa ed wi h
he eme gence o mode n echnologies using
unlimi ed communica ion be ween indi iduals,
which enabled he de elopmen o se ices
and he mo e away om mass p oduc ion.
P. D ucke , who p edic ed he o ma ion o
a new ype o socie y – “knowledge socie y”,
and wi h i he knowledge-based economy,
also p esen ed his posi ion. Wha e e you
call he now eme ging social mac os uc u es
( he ollowing e ms a e in e changeable:
he ne wo k socie y, he knowledge socie y,
digi al socie y, pos -indus ial socie y), and he
undamen al changes aking place concu en ly
in he economy, i mus be no ed - ha
knowledge is cen ally loca ed in he place o
changes (Fi lej & Żmija, 2014). Knowledge is
designed o con ibu e o he de elopmen o
he socie y, imp o e he compe i i eness o
he economy, and should also help o achie e
be e esul s o companies and an inc ease
in hei alue. The ma ke economy began o
impose new ules o ac ion on a me s and ag i-
ood sec o companies, as a esul o which
economic ca ego ies such as: compe i ion,
e i ciency and p o i (Fi lej & Rydz, 2012b)
ha e gained key impo ance. The chosen a ea
o s udy in his pape is he en e p ises o he
ood indus y, in which he same mechanisms
a ec compe i ion on he ma ke , as in o he
sec o s o he economy. Un o una ely, he
ag ibusiness sec o in Poland, in which he
ood indus y sec o plays a majo ole, is
conside ed by OECD me hodology s anda ds
as a low- ech sec o . Howe e , i s unc ioning is
dependen on inno a i eness, he in oduc ion
o new p oduc and p ocess solu ions and
mode n echnologies. Possibili ies in he a ea
o ob aining in o ma ion and access o he
wo ld’s knowledge s eng hens he p oduc i e
THE SPECIFICITY OF KNOWLEDGE
MANAGEMENT IN THE FOOD INDUSTRY
IN POLAND
K zysz o Fi lej, Da iusz Żmija
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Ekonomika a managemen
po en ial o he ood indus y in Poland, as well
as is enables he ongoing mode niza ion and
es uc u ing ha lead o change. The ood
indus y is cha ac e ized by an excep ional,
almos unique speci i ci y, which is mani es ed
in dependence on many mac o- and
mic oeconomic ac o s. The implemen a ion
o mode n echnological solu ions based on
knowledge ans e and di usion o inno a ion
has become a sou ce o compe i i eness o
en e p ises in he ood indus y, no only in
Poland bu also on he in e na ional a ena.
Knowledge plays a special and impo an
ole in he de elopmen o any indus y and i
is “in o ma ion, skills in some a ea acqui ed
h ough lea ning, li e expe ience, e c., as well
as a esou ce o news o he domain and
abili y o become awa e o some hing” (Słownik,
1996). Manage s o ood indus y companies
o en wonde how o manage knowledge and
inno a ion in o de o make op imal use o hei
capabili ies, as well as c ea e he igh condi ions
o hei de elopmen . The implemen a ion
o hese plans can p omo e he p ope use o
knowledge ha will enable he iden i i ca ion
and implemen a ion o necessa y inno a ion,
leading o s able de elopmen in he long e m
(Fi lej, 2008). C ea i i y de eloping inno a i e
p ocesses aises he le el o an en e p ise’s
compe i i eness. The in e - ela ionships and
dependencies occu ing in ca ying ou he
p ocesses o inno a ion, c ea ing o ganisa ional
aspec s o managemen in he p ocesses o
mode niza ion and e i aliza ion o he ope a ion
o en e p ises should be conside ed as necessa y
o aise he le el o ha compe i i eness.
2. Fac ual Ma e ial, Pu pose and
Resea ch Me hodology
Since 2000, he ood indus y in Poland has
expe ienced a pe iod o p ospe i y, as wi h he
accession o he Eu opean Union in 2004, he
ba ie s o Polish p oduc s disappea ed, allowing
o he expo o ood and encou aged p oduce s
o inc ease p oduc ion. As A. Kowalski no es,
cold mea s, cheeses, ui s and swee s ha e
become p oduc s sough a e due o hei p ice,
which was he esul o lowe p oduc ion cos s,
and lowe aw ma e ials as well as inc easing
he quali y le el o he p oduc , as he e ec o
mode nizing he ood p oduc s sec o .
Cu en ly, apa om ag icul u e, he ood
indus y is he p ima y depa men ag ibusiness
sec o in ou coun y and one o he as es
g owing, and i s g ow h a e is dependen on
he a e o economic g ow h (U ban, 2010).
In he yea s 2000-2013 he s uc u e o he
economy was changing, as he subsequen
ans o ma ion o p i a iza ion occu ed,
a majo i y o he companies we e mode nized,
which esul ed in he ac i a ion o he p o-
ma ke beha iou , as well as he main enance
o he high posi ion o he na ional economy on
he in e na ional a ena (Fi lej, 2010).
The ag i- ood indus y is di ided in o he
ollowing sec o s (acco ding o he Eu opean
Classi i ca ion o Economic Ac i i ies in oduced
in 1991):
1. The p ocessing and p ese ing o mea and
p oduc ion o mea p oduc s;
2. The p ocessing and p ese ing o i sh and
i sh p oduc s;
3. The p ocessing and p ese ing o ui and
ege ables;
4. The manu ac u e and animal oils and a s;
5. The manu ac u e o dai y p oduc s;
6. Manu ac u e o g ain mill p oduc s, s a ches
and s a ch p oduc s;
7. Manu ac u e o bake y and a inaceous
p oduc s;
8. Manu ac u e o o he ood p oduc s;
9. Manu ac u e o be e ages.
To illus a e he accep ed esea ch, he
o al numbe o o ganisa ional uni s o he
ood indus y in Poland we e aken, meaning
a comple e lis o companies om he REGON
[Na ional Business En i y Regis e ] as a 30
Oc obe 2012, which, acco ding o he Polish
Classi i ca ion o Economic Ac i i ies (PKD 2007)
a e classi i ed as Sec ion C Manu ac u ing,
Chap e 10 Manu ac u e o ood p oduc s,
Chap e 11 Manu ac u e o be e ages and
Chap e 12 Manu ac u e o obacco p oduc s.
3. Subjec s and S udy A ea and Thei
Cha ac e is ics
A ep esen a i e sample o en i ies o he
s udy popula ion was based on a p obabilis ic
(simple andom) sampling echniques.
P ac ical analy ical es s we e pe o med in
he ques ionnai e su ey. By using andom
sampling echniques i s ep esen a i eness
was p o ided, which au ho ized a e e ence o
he conclusions d awn om he esea ch o he
en i e s udy popula ion.
Then, he minimum sample size was
de e mined using he ollowing o mula
(Sz ede , 2004):
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n =
zα/2 . ^
p . (1 – ^
p) . N
2
zα/2 . ^
p . (1 – ^
p) + (N – 1) . d2
2
(1)
whe e:
zα/2 – he alue o he andom a iable Z wi h
s anda dized no mal dis ibu ion, o which,
P(|Z|≤ zα/2) = 1 – α
^
p – sample ac ion,
p – unknown, es ima ed ac ion in he
popula ion,
N – popula ion size,
d – s a is ical e o .
In de e mining he minimum sample size
he ini ial sampling was d opped and he alue
maximizing ^
p X (1 – ^
p) was adop ed o ^
p. This
mo e ensu es ha ega dless o he ac ual
alue o he es ima ed ac ion o he popula ion,
he calcula ed sample size n will be su i cien , o
ensu e ha es ima ion o ^
p will no be di e en
om p mo e han ± d. In iew o he ac ha he
maximum o he abo e esul he in e al [0,1] is
0.5, he o mula (1) will ha e he o m:
n =
0.25 . zα/2 . N
2
0.25 . zα/2 + (N – 1) . d2
2 (2)
Also, he maximum e o o s a is ical esul s
was adop ed in he ange ± 5%, and he ac
ha i will be calcula ed a a con i dence le el o
0.9. Wi h he help o equa ion (2) he su i cien
minimum sample size was de e mined (33,662
business en i ies – 267 su eyed companies).
The p obabilis ic sample selec ion echnique
allowed o he calcula ion o he 330 companies
ha we e selec ed o he s udy, o which 267
sen ques ionnai e we e comple ed co ec ly.
The aim o his s udy was o examine he
issue o knowledge managemen , which u ns
ou o be one o he ein o cing elemen s
imp o ing he compe i i eness le el o he
o ganisa ional uni s o he ood indus y
in Poland. A emp s we e made o iden i y
ela ions be ween expendi u es incu ed on
knowledge managemen , and an inc ease in
he compe i i eness o hese uni s. The au ho s
o he s udy sough o e i y he ollowing
esea ch hypo hesis: he ans e o knowledge
and i s p ope conside a ion o he adap a ion
o he exis ing en i onmen al condi ions a ec
pe manen ly inc ease he compe i i eness
o en e p ises o he ood indus y in Poland.
Based on he conduc ed esea ch, we sough
o de e mine he ex en o which knowledge,
in o ma ion and hei quali y a e use ul in
achie ing success by ood business ope a o s,
wha a e signi i can ac o s ein o cing success,
how success ul he ma ke is s eng hened
by i s echnology and mode n in o ma ion
echnology, whe e is posi ioned in ellec ual
capi al and co po a e ac ions when i comes
o gene a ing compe i i e ood businesses, as
well as managemen cul u e, o ganisa ional
clima e, and he alue o social esponsibili y.
The ini ial ask o he ex ensi e esea ch
on he issues o knowledge managemen in
he ood indus y en e p ises in Poland we e
analyses o ood companies lis ed on he
Wa saw S ock Exchange WIG Food Sub-index
ca ied ou in 2007. Then he oppo uni ies and
s eng hs o knowledge managemen in he
s udied companies we e e i i ed, and esea ch
showed ha :
 Knowledge, in o ma ion, and hei quali y
and imeliness a e ein o cing ac o s o
a business’ success, which is exp essed in
inc easing hei compe i i eness and be e
ma ke posi ion.
 The use o in o ma ion echnology in he
cu en unc ioning o he company assis s
in he use quali i ca ions and skills in
a s uc u ed way, and o manage he capi al
held.
 The alue o he company, high posi ioned
in ellec ual capi al and co po a e ac ions
(due o i s well designed and unc ioning
sys em o co po a e go e nance can
ensu e he a ge ed p ospec s o he
de elopmen o he capi al ma ke , which
will ansla e in o he de elopmen o he
whole economy).
 In building a compe i i e i m, managing he
o ganisa ional cul u e and clima e, and high
social esponsibili y ole o he o ganisa ion
should be deemed as essen ial (Fi lej, 2008).
On he o he hand, a s udy conduc ed in
2012 and 2013 yea on a selec g oup o 267
ood businesses ela ed o he e i i ca ion o
such issues as:
 Knowledge o he company, indica ing i s
sou ces used.
 De e mina ion o he sui abili y o ac i i ies
ha suppo he acquisi ion and ans e
o knowledge which is o ha e been
implemen ed in companies in he las 5 yea s.
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Ekonomika a managemen
 An indica ion o he sys ems and ools a e
used in companies, which a e aising he
e ec i eness o managemen expe ise.
 Cla i i ca ion o whe he he company has
a s a egy o de elopmen in he o m o
a documen and whe he issues ela ed o
knowledge managemen a e de e mined in i .
 Ve i i ca ion i he company incu ed
in es men s in he las 5 yea s ela ed o he
implemen a ion o knowledge managemen
elemen s.
 E alua ion o he e ec s ha en e p ise
knowledge managemen b ings.
 De e mina ion o he le el o unding
alloca ed by he company o knowledge
managemen in he ollowing yea s.
 Indica ion o whe he knowledge manage-
men has helped o imp o e he economic
pe o mance o he en e p ise.
 Examina ion whe he knowledge manage-
men has con ibu ed o he inc ease in he
alue o sales o he company.
 Examina ion whe he knowledge manage-
men has con ibu ed o he inc ease in
u no e o he company.
 Examina ion whe he knowledge manage-
men has con ibu ed o he expansion o
ma ke s.
The s udy began by iden i ying he
economic si ua ion in which he ood
businesses ound hemsel es in he pe iod
om 2007-2012. In he analysed pe iod, he
companies ope a ing in he ood indus y
skil ully used he possibili y o ob aining unds
om he EU s uc u al unds. Businesses
had a ange o Ope a ional P og ammes a
hei disposal, he mos impo an o which
included: 5 na ional Ope a ional P og ammes
– In as uc u e and En i onmen , Inno a i e
Economy, Human Capi al, De elopmen o
Eas e n Poland, Technical Assis ance; 16
Regional Ope a ional P og ammes; Eu opean
Regional Coope a ion p og ammes. The g ea
ad an age was he abili y o ake ad an age
o CIT exemp ions ( a e 19%), as well as he
a ailabili y o a ou able condi ions in e ms o
doing business in he Special Economic Zones
in sepa a e egions o Poland. Businesses ake
ad an age o income ax exemp ions, which
amoun o abou 30-50% o hei in es men , o
Fig. 1: Loca ion o su eyed companies in % acco ding o he size o he popula ion
Sou ce: own s udy based on esea ch
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he wo-yea employmen cos s - depending on
which is highe . In addi ion, hey also apply o
he exemp ion om p ope y ax, which is o en
used by he new en ep eneu s.
P esen ing he su eyed companies i was
calcula ed ha mos o hem ha e ope a ed on
he ma ke o mo e han 20 yea s (30.7%),
20.2% unc ioned in he anges o 11-15 yea s
and 16-20 yea s, 16.1% unc ioned in he ange
o 6-10 yea s and 12.7%in he ange o 0-5
yea s. The s udy in ol ed 65% o companies, in
which had headqua e s in he ci y and 35% in
u al a eas. In e es ing esul s we e ob ained by
asking abou he size o he place in which he
company ope a es, since mos o hem we e
loca ed in he smalles owns wi h a popula ion
o less han 5 housand esiden s (40.1%) and
in ci ies wi h a popula ion o 100,000 and abo e
(23.6%). This ep esen ed a o al o 63.7%,
which is almos 2/3 o he o al popula ion,
and he emaining 1/3 (26.3%) was comp ised
o companies om owns wi h a popula ion
be ween 5 housand o 99,000 esiden s
(Fig. 1). The p esen s udy also de e mined he
ac i i y o hypo he ical ma ke o businesses. I
should be no ed ha esponden s hemsel es
de e mined he ex en o hei company’s
ac i i ies, which was o ob ain in o ma ion on
he exis ing ma ke , as well as commen on he
possibili y o ob aining new ma ke s. The esul s
ob ained showed ha he la ges numbe o
companies si ua e hei ac i i ies in he egion
(28.8%), ollowed by he coun y (22.1%), he
po ia s (18.7%) and municipali ies (16.5%).
Un o una ely, only 13.9% o esponden s
indica ed ha hei company’s ac i i ies a e on
in e na ional ma ke s (Fig. 2).
The owne ship s uc u e o he su eyed
en e p ises (Fig. 4), in which he p i a e
domes ic en e p ises occupied he dominan
posi ion (87.6%) and o eign p i a e p ope y
(7.5%) was e y in e es ing.
P ope y belonging o he ci ies and illages
(3.4%), he S a e T easu y (0.7%) and o he
(0.7%) can be ea ed as an insigni i can pa
o ma ke . This ype o business s uc u e
o ma ion indica es e y s ong p i a iza ion
o ood indus y en e p ises, which in he new
eali y o he EU ha e chosen a clea pa h
di ec ed o submi o he gene ally applicable
mechanisms o he ee ma ke . The pe iod o
ou coun y’s membe ship in he EU s uc u es
a ou ed he p i a iza ion pa icula ly o small
and medium-sized en e p ises in he ag i- ood
sec o , which p o ided hem wi h he no mal
unc ioning on he ma ke and he eme gence
o new oppo uni ies in capi al in l ows, and
abo e all he use o he i nancial esou ces o
he Eu opean Union s uc u al unds.
In he s udied pe iod he legal o m o
companies also changed. The changes we e
mo e a ou able o hem and mo e adequa e o
Fig. 2: Decla ed ma ke a ea
Sou ce: own s udy based on esea ch
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Fig. 3: Decla ed owne ship s uc u e
Sou ce: own s udy based on esea ch
Fig. 4: B anches o s udied en e p ises
Sou ce: own s udy based on esea ch
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he cu en ma ke condi ions. Ci il pa ne ships
(22.5%) and limi ed liabili y companies (22.5%),
and o he legal o ms, which we e up o 20.6%,
we e deemed as he mos popula .
A join s ock company (15%) and gene al
pa ne ship (13.1%) as he a e age sha e in
he ypes o legal o ms. Coope a i es, which
amoun o 5.6% and limi ed pa ne ships 0.7%
(Fig. 3) made up he smalles amoun s. The
ollowing indus ies pa icipa ed in his s udy:
ui and ege ables (24%), con ec ione y
(20.2%), mea (19.1%), dai y (9.7%), pas y
p oduc s (6%), bake y (4.1%), non-alcoholic
be e ages (0.7%), co ee and ea p ocessing
(0.4%), mille (0.4%), odde (0.4%), obacco
(0.4%), i sh (0.4%), alcohol (0.4%) and o he
(13.9%). The o he g oup included companies
ha we e no able o accu a ely de e mine hei
leading sec o , as hei ac i i ies ela ed o he
mos wo o mo e b anches (Fig. 4).
Taking in o accoun he c i e ion o he
su eyed companies, i is clea ha mos
o hem a e conside ed as medium (88%)
and la ge (12%). Medium-sized en e p ises
a e hose ha employ on a e age less han
250 ull- ime employees and ha e an annual
u no e no exceeding EUR 50 million o an
annual balance shee o al no exceeding EUR
43 million. La ge en e p ises a e hose ha
employ on a e age mo e han 250 ull- ime
employees and an annual u no e exceeding
EUR 50 million o an annual balance shee o al
exceeding EUR 43 million.
4. The Resul s o he Resea ch in he
A ea o Knowledge Managemen
in he Polish Food Indus y
In o de o in es iga e he sou ces o knowledge,
which he company can bene i om, as well
as use in he cu en ac i i ies, hey we e
ini ially selec ed in he ex e nal en i onmen ,
whe e i was no ed among new employees
and acqui ed companies, s a egic in es o s,
as well as om benchma king (Fig. 5). The
s a emen s o he esponden s con i med he
possibili y o ob aining knowledge om new
employees. Based on ou esul s, i was ound
ha in ood indus y en e p ises, sou ces o
knowledge de i ed om new employees can be
e y use ul (16.20%) and use ul (49.80%). This
shows he g ea in e es o companies ec ui ing
pe sonnel, in oducing new ypes o knowledge
in o he companies, which in he u u e may
ansla e in o gene a ed p o i s. Ne e heless,
1/3 o he esponden s conside ed hese
sou ces no e y use ul o he ope a ion o
companies (27.30%) and 6.70% had no opinion
on his subjec . Sou ces o knowledge de i ed
om he acqui ed companies we e e alua ed
qui e di e en ly, as li le mo e han a qua e
o he esponden s assessed hem posi i ely.
They we e assessed as e y use ul by 7.8%
and use ul by 19.9%, bu o li le use by 54.3%.
A ela i ely la ge g oup, as many as 18%
o he esponden s had no opinion on he
subjec . This beha iou is qui e con o e sial
in ood businesses, as an inno a i e app oach
o me ge s and acquisi ions ecommends
e en aking o e companies along wi h hei
in ellec ual esou ces, which should be used
o achie e he company’s goals. The sou ces
o knowledge de i ed om s a egic in es o s
ha e been assessed as e y use ul (13.8%)
and use ul (31.5%), which accoun ed o less
han hal o he esponden s. As many as 54.7%
o he esponden s el hese sou ces a e o li le
use (41.2%) and 13.5% o hem had no opinion
on he ma e .
One may ques ion whe he such a look
a he sou ces o knowledge de i ed om he
s a egic in es o is he p e e ed solu ion o he
ood business. The s a egic in es o , in addi ion
o he acquisi ion o a signi i can s ake in he
company, should ha e signi i can in l uence on
i s managemen , which should signi i can ly be
suppo ed by he possessed in ellec ual capi al,
know-how, skills and expe ience gained.
The s a egic in es o should e en ake ca e
o he ans e o echnical skills, concep ual,
poli ical and in e pe sonal skills o he company,
on which hey spend pa o hei esou ces. In
p ac ice, in he unc ioning o he ood businesses
in mos cases, pa icipa ion in he managemen
o he company is limi ed o he ans e o
a ce ain amoun o i nancial esou ces and
he wi hd awal o he co esponding bene i s.
In aking benchma ks in o conside a ion, ood
businesses see many oppo uni ies in he
de elopmen o his b anch. I s pa in he
ag i- ood sec o is a measu able de i ni ion o
aw ma e ial pu chase cos s o sa ings in he
p oduc ion phase. Among he esponden s,
6.7% o esponden s conside ed i s use o be
“ e y use ul”, and 30% “use ul”. As many as
48.7% conside i s use as being o li le use, and
14.6% ha e had no opinion on his subjec .
In u he o de , an a emp was made
o assess he sou ces o used knowledge
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90 2017, XX, 1
Ekonomika a managemen
s emming om he coope a ion wi h supplie s
and cus ome s (Fig. 6). The esul s o his s udy
showed ha he ood business en ep eneu s
highly app ecia e any coope a ion wi h hem in
his ega d.
In he case o co-ope a ion wi h supplie s,
i was a ed as e y use ul by 65.9% o he
esponden s, and in he case o coope a ion wi h
cus ome s – 73.4%, wha clea ly demons a ed
ha his is he highes o m o coope a ion
among e alua ed knowledge sou ces used.
These sou ces we e ound use ul by 28.5%
o he esponden s in he case o coope a ion
wi h supplie s, and 22.5% o coope a ion wi h
cus ome s. Minu e numbe s e e ed o his
o m o coope a ion as “no use ul” (2.6% and
2.6% espec i ely), and some did no ha e an
opinion (3% and 1.5%).
Poo e esul s we e ob ained when es ing
companies ega ding hei collabo a ion wi h
uni e si ies o esea ch cen es. Un o una ely
his coope a ion is no e y popula among
esponden s, as only 2.5% conside ed i o
be e y use ul o he cu en ope a ion and
de elopmen o en e p ises and 15.4% as
help ul.
As many as 65.2% conside ed his
coope a ion o be o li le use, and 16.9% did no
ha e hei own opinion. Businesses, howe e ,
decla ed hei willingness o coope a e in he
implemen a ion o p ojec s, especially co-
i nanced by he Eu opean Union, wi h local
go e nmen s, o he c ea ion o uni e si y
companies in o de o comme cialize he esul s
o esea ch and de elopmen (Fig. 7).
Simila esul s we e ob ained in e alua ing
coope a ion by he en e p ises wi h consul ing
companies, whe e only 4.4% o he esponden s
conside ed his o be e y use ul, and 25.5% as
help ul. Mo e han hal o he esponden s, as
Fig. 5: Sou ces o knowledge de i ed om new employees o he acqui ed companies,
s a egic in es o s and benchma king
Sou ce: own s udy based on esea ch
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91
1, XX, 2017
Business Adminis a ion and Managemen
many as 56.6% conside ed he coope a ion o
be o li le use and 13.5% had no opinion on his
subjec . F om he s a emen s and opinions o
esponden s on his opic, i can be concluded
ha his kind o coope a ion does no ully
mee he needs o p oduce s who equen ly
i nd hei ma ke insigh s o be su i cien o
hei needs. Responden s assessed he need
o conduc ing ma ke esea ch in a di e en
manne , as esponden s in Poland gene ally
iew hem as s eng hening hei in o ma ion
needs and es eem impac ing he di ec ion o
he asso men p oduc ion. Ab oad, pa icula ly
in he Uni ed S a es, ood and human nu i ion
has been he subjec o many o esigh
s udies, in which expe s con inually e iew
ends in in e na ional ade in ood and c ea e
de elopmen scena ios ha a e used in he
es ablishing he company’s p oduc ion plans o
he ag i- ood sec o and companies engaged in
he wholesale o ood. Among he esponden s,
33.4% a ed he s udy as e y use ul, and
36.3% as use ul, which ep esen s almos 70%
o esponden s. The emaining esponden s
ecognized ma ke esea ch as o li le use o
24.3%, and 6% had no opinion on his subjec
(Fig. 8).
Responden s we e also asked o exp ess
hei opinion on hei own esea ch and
de elopmen depa men . Many o hem
Fig. 6: Sou ces o knowledge de i ed om supplie s, cus ome s
Sou ce: own s udy based on esea ch
Fig. 7: Sou ces o knowledge de i ed om coope a ion wi h uni e si ies o esea ch
ins i u es and consul ing companies
Sou ce: own s udy based on esea ch
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