Twenty Years of Poland's Euro-Atlantic Foreign Policy

During the years 1989-1991, after a deep transformation of the internal system and the international order in Europe, Poland pursued a sovereign foreign policy. The new policy had the following general goals: 1) to develop a new international security system which would guarantee Poland's national security; 2) to gain diplomatic support for the reforms conducted in Poland, including primarily the transformation of the economy and its adaption to free market mechanisms, which were designed to result in economic growth; and 3) to maintain and increase the international prestige of Poland and the Poles, who had been the first to commence the struggle to create a democratic civil society in the Eastern bloc. Implementing this new concept of foreign policy, Poland entered the Council of Europe in November 1991. The following year, Warsaw started to strive for membership of NATO, which was achieved in March 1999. A few years later, Polish leaders pursued policies in which Poland played the role of a "Trojan horse" for the USA. This was manifested most clearly during the Iraqi crisis of 2003, and in the following years, particularly in 2005-2007. From spring 1990 Poland aspired to integration with the European Community; in December of the following year it signed an association agreement, which fully entered into force in February 1994. In the period 1998-2002 Poland negotiated successfully with the European Union and finally entered this Union in May 2004. In subsequent years Poland adopted an Eurosceptic and sometimes anti-EU position. The new Polish government, established after the parliamentary election of autumn 2007, moved away from an Eurosceptic policy and pursued a policy of engagement with European integration

Naïve realism about unconscious perception

Recently, it has been objected that naïve realism is inconsistent with an empirically well-supported claim that mental states of the same fundamental kind as ordinary conscious seeing can occur unconsciously (SFK). The main aim of this paper is to establish the following conditional claim: if SFK turns out to be true, the naïve realist can and should accommodate it into her theory. Regarding the antecedent of this conditional, I suggest that empirical evidence renders SFK plausible but not obvious. For it is possible that what is currently advocated as unconscious perception of the stimulus is in fact momentaneous perceptual awareness (or residual perceptual awareness) of the stimulus making the subject prone to judge in some way rather than another, or to act in some way rather than another. As to the apodosis, I show that neither the core of naïve realism nor any of its main motivations is undermined if SFK is assumed. On the contrary, certain incentives for endorsing naïve realism become more tempting on this assumption. Since the main motivations for naïve realism retain force under SFK, intentionalism is neither compulsory nor the best available explanation of unconscious perception

Unconscious Perception and Perceptual Knowledge

It has been objected recently that naïve realism is inconsistent with an empirically well-supported hypothesis that unconscious perception is possible. Because epistemological disjunctivism is plausible only in conjunction with naïve realism (for a reason I provide), the objection reaches it too. In response, I show that the unconscious perception hypothesis can be changed from a problem into an advantage of epistemological disjunctivism. I do this by suggesting that: (i) naïve realism is consistent with the hypothesis; (ii) the contrast between epistemological disjunctivism and epistemic externalism explains the difference in epistemic import between conscious and unconscious perception

Knowledge management driven leadership, culture and innovation success – an integrative model

Purpose - This article examines the relation between knowledge management (KM) driven leadership, culture and innovation success of knowledge-intensive small and medium sized companies. By building on the previously reported research on leadership, culture, innovation , and knowledge management, we synergistically integrate d KM-driven leadership and innovation success while exploring the meditational role of culture in that. Design/methodology/approach - A conceptual model comprising three constructs was developed, namely KM-driven leadership, culture and innovation-based success of the company. To examine the conceptual model , quantitative research was conducted among selected companies from the SMEs offering knowledge-intensive business services. The companies were contacted by telephone and interviews were carried out with 111 key informants. The data was later analysed with exploratory and confirmatory statistical methods. We applied structural equation modelling techniques (SEM) with M plus 7.2 software package to investigate the effects of KM-driven leadership on culture, and consequently its effect on innovation-based success of the company. To investigate the meditational role of culture between KM-driven leadership and innovation-based success of the company a post-hoc analysis was undertaken. Originality/value - On the basis of the previous studies analysis, the following research gap has been identified. How does leadership based on knowledge management influences the innovation success of companies and what is the role of culture in this relation? By answering this question, the study contributes to the building of literature on the above topic twofold. First, it analyses the influence of KM-driven leadership in the creation of organizational culture, which in turn contributes to the innovation success of the company. Second, this research pioneers in that it explores the meditational role of culture among KM-driven leadership and innovation success. The results of the mediation analysis confirm that culture fully mediates the relationship of KM-driven leadership with innovation success . Practical implications - The paper proves the relation between KM-oriented leadership, culture and innovation-based success of the company. The analysis of the conceptual model confirms that culture mediates the relationship of leadership with innovation success. It highly contributes to the understanding of these phenomena in the context of small and medium-sized companies offering knowledge-intensive business services - still a topic at its early stage of research. The study also shows that KM-oriented leadership is a very important factor helping in the achievement of innovation success by companies. The relationships examined indicate the potential areas on which SME managers and executives should concentrate to achieve better innovation results

Dysjunktywizm i natura percepcyjnej relacji

This paper surveys selected (though arguably representative) versions of metaphysical and epistemological disjunctivism. Although they share a common logical structure, it is hard to find a further common denominator among them. Two main conclusions are: (1) a specific standpoint on the nature of perceptual relation is not such a common denominator, which means that it is very unlikely that all of these views could be refuted with a single objection; (2) contrary to what its name suggests, disjunctivism can be correctly expressed without the employment of disjunction

Museums of high schools in Poland

The scientific conference “Identity and Heritage. Museums of High Schools” held in Krakow, 22–24 November 2017, was a good occasion to learn more about the institutions that look after the broadly defined academic heritage. The legal status of high school museums have been described in the article as well as the consequences thereof. The results of research on such museums existing in Poland have been presented. The study was conducted in 134 public institutions of higher education; it focused on identifying museum and academic collections, and their rank within an organisational structure of the institution. The analysis of collected data allowed to ascertain the number of high school museums operating in Poland, which is 68; they are administrated by 44 various high schools (universities as well as schools of specialisation: technical, medical, agricultural, economic, pedagogical, artistic). It has been pointed out that in the years 2009–2018 as many as 17 new collections were initiated (some of them are still being organised or changed their status after merging of institutions or collections). As far as the museums’ place within an organisational structure of the school is concerned, it has been noted that the faculty museums are the most common ones, followed by those of the general school-wide status. The most important changes that academic museums are presently facing have also been mentioned and described herein, such as transformations of organisational and legal aspects. Last but not least, the virtualisation of collections has been identified as a current issue