https://orcid.org/0000-0002-2178-2406
Scientific position: professor at the Institute of Culture
Bogusław Nierenberg
Media Management, Volume 11, Issue 2, 2023, pp. 123-135
https://doi.org/10.4467/23540214ZM.23.009.19737Bogusław Nierenberg
Media Management, Volume 10, Issue 2, 2022, pp. 171-175
https://doi.org/10.4467/23540214ZM.22.011.17168Bogusław Nierenberg
Media Management, Vol. 11, Issue 3, 2023, pp. 295-298
https://doi.org/10.4467/23540214ZM.23.019.19911Bogusław Nierenberg
Culture Management, Volume 25, Issue 1–2, 2024, pp. 33-37
https://doi.org/10.4467/20843976ZK.24.005.20123Bogusław Nierenberg
Media Management, Volume 9, Issue 4, 2021, pp. 579-595
https://doi.org/10.4467/23540214ZM.21.032.14575The starting point for the research presented in the article, the authors made the statement by Mary Parker Follett that the conflict is not a problem in the operation of an organization, because it creates a significant difference in social potential, but the lack of a solution to a given conflict can destroy any organization, including the state. The purpose of this article is to identify an agreement as an effective form of management. The authors traced the origins and effects of various social agreements over the centuries. They analyzed in detail the Polish agreement which went down in history as the Round Table. One of the authors of this text, Zbigniew Bujak, was a participant in these deliberations, so the authors made the ethnography and autoethnography of the organization one of the research tools. As a result of the conducted research, they identified the most important determinants that determine the effectiveness of an agreement or its lack. The authors indicated that an agreement is a sine qua non condition for effective management, regardless of the form and size of the organization.
Bogusław Nierenberg
Arts & Cultural Studies Review, Issue 4 (18) , 2013, pp. 311-321
https://doi.org/10.4467/20843860PK.13.031.2083The aim of this work is the analysis of advertising message in expression culture jamming. Adbusting, subverting, billboard banity, hoating are techniques, which create new advertising message without primary meaning. The inspiration of culture jamming are samizdat, monkeywrenching, guerrilla graffi ti, underground journalism, subcultural bricol guerrilla art, poetica terrorism, technique cut and paste and turntablism. Culture jamming oppose to customer life style and globalization. The aim of activists culture jamming is to unmask mechanism and message of advertising. In this situation message of advertising lose primary meaning. New semiology of advertising, which come into being communicative fuss. In this situation secondary meaning replaces to primary meaning. Important for progress of culture jamming is memetics, science, which investigate disseminate and comprehend signs in culture. Understanding of denotation and connotation signs and symbols in culture facilitate using the linguistic code.
Bogusław Nierenberg
Media Management, Volume 8, Issue 2, 2020, pp. 57-74
https://doi.org/10.4467/23540214ZM.20.022.11801The article is a contribution to the understanding of not only the organisational and social phenomenon of Solidarity in Poland in the years 1980-81, but also of its media image. The research presented in the article was based on the analysis of three case studies. The author took active part in each of them. The studied cases concern the region of Opole Silesia and pertain to one of the first strikes that took place in this part of the country in that time; a radio programme in which for the first time in the Polish People’s Republic, a local historian reminds about the significance of Poland regaining independence in 1918 and the issues concerning the general strike which was to take place in March 1918, according to the then chairperson of the Regional Board of Solidarity in Opole Silesia. The analysis of the three cases performed against the backdrop of the events that took place in that time leads the author to refl ect that there are moments in the existence of nations, but also in the structures within which they function, when the attitude of the people who participate in them becomes highly important.
Bogusław Nierenberg
Culture Management, Volume 16, Issue 3, 2015, pp. 323-326
https://doi.org/10.4467/20843976ZK.15.020.3596Laudacja prof. zw. dr. hab. Emila Orzechowskiego
Bogusław Nierenberg
Media Research Issues, Volume 57, Issue 1 (217), 2014, pp. 43-54
https://doi.org/10.4467/2299-6362PZ.14.003.2138The article discusses ethical and legal conditions referring to media management. The following thesis is discussed: tendency for manipulative behaviors in the media is conditioned primarily by needs. Their expressions are rather independent from socio-economic system. For the purpose of proving the thesis the case study analysis was applied, including Watergate scandal, being the most substantial one and perceived widely as acknowledgment of the power of American democracy. The author proves that it is a faulty belief. An alternate element that proves the rightness of the assumed thesis is the analysis of legal documents referring to media institutions and deontological codes accepted by journalist associations.
Bogusław Nierenberg
International Journal of Contemporary Management, Issue 12(2), 2013, pp. 41-47
This article provides the basic concepts of media management looking into the historical background and contemporary concepts of specific media management. The Author has considered media management in wider (social, political and economic phenomena) and narrower terms, that relates only to management in media companies. The study of these issues is difficult, because it requires the creation of a specific concep-tual apparatus and appropriate research tools.
Bogusław Nierenberg
Arts & Cultural Studies Review, Issue 4 (26) , 2015, pp. 378-384
https://doi.org/10.4467/20843860PK.14.025.4599Bogusław Nierenberg
Culture Management, Vol. 8, 2007, pp. 151-158
Przypisywanie pojedynczym osobom istotnego wpływu na bieg zdarzeń jest częstym nadużyciem badaczy, zwłaszcza historyków. Takie postaci są często mitologizowane, przydaje się im moce i zdolności nadludzkie. Czy to jednak znaczy, że takich ludzi nie ma? Oczywiście, że są. Jest ich jednak bardzo niewielu, a ich dzieło bywa docenione po śmierci. Na ogół. Wielu ginie w pomroce dziejów i nikt nie pamięta ich dzieła i zasług.
Zabytki, które ocalił od zagłady profesor Stanisław Nicieja, przetrwają kolejne wieki, choć były skazane na zagładę. Paradoksalnie, profesor ratujący zabytki był oskarżany o ich niszczenie. Oskarżany nie tylko medialnie czy wirtualnie, ale przy użyciu odpowiednich paragrafów i z całym sztafażem prawnym, z prokuraturą włącznie.
Przed niniejszym artykułem postawiono kilka celów, które zamierzono zrealizować w jego toku. Pierwszym z nich jest nie tylko pochwała troski o nasze dziedzictwo, ale także wskazanie złych unormowań prawnych, które dobrodzieja ratującego zabytki pozwalają nazwać złoczyńcą. Drugim – wskazanie mechanizmów zarządczych, których używał profesor, a zarazem rektor uczelni, by w swym menedżerskim działaniu odnieść sukces.
Bogusław Nierenberg
Culture Management, Vol. 7, 2006, pp. 113-122
Bogusław Nierenberg
Media Management, Volume 9, Issue 2, 2021, pp. 387-394
https://doi.org/10.4467/23540214ZM.21.031.13996Bogusław Nierenberg
Culture Management, Volume 12, Issue 1, 2011, pp. 15-26
https://doi.org/10.4467/20843976ZK.11.002.0125Media management is a relatively new area of research. These are merely the beginnings of relevant methodologies and research tools. The article entitled Selected Aspects of Media Management constitutes an overview of current accomplishments within this area all over the world and in Poland as well. It also stands for an indicator of theoretical concepts that refer to media management. According to the author of this article, the system approach which pertains to media management seems to be one of the most useful within the scope of scientific recognition of this research area.
Bogusław Nierenberg
Media Research Issues, Volume 56, Issue 1 (213), 2013, pp. 26-39
https://doi.org/10.4467/2299-6362PZ.13.002.1020Bogusław Nierenberg
Culture Management, Volume 19, Issue 2, 2018, pp. 85-94
https://doi.org/10.4467/20843976ZK.18.007.8735