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61.
Organizational and managerial challenges of reforming Slovenian public agencies
Polonca Kovač, 2014, izvirni znanstveni članek

Opis: Introduction: Agencies are among the key contemporary public organizations, prospering within reforms carried out worldwide to increase professionalism and rationalism in public administration (PA). Hence, countries have been establishing agencies and delegating them public tasks in order to achieve expertise-based instead of politically-driven and thus more efficient public policies. In such context, the present article addresses the most important strategic documents related to public administration reform (PAR) in Slovenia, analyzing their goals in terms of agencification and the main implementation results and gaps. Research Design: The research is dedicated to exploring the governmental approach to agencification as a key aspect of PAR. It analyzes (1) the main PAR strategic documents on public agencies in Slovenia since the mid-90s, and (2) the perceived implementation of structural and managerial autonomy as the declared goal of agencification. Combined research methods are applied, including descriptive analysis, regional comparisons, structural interviews among representatives of public agencies and their parent ministries, and selected statistical data analysis. Results: As proven by different research methods, the hypothesis whereby agencification goals in Slovenia are largely achieved as part of PAR documents in terms of autonomous organizational structure was confirmed. A more elaborated agencification in PAR documents relates to higher implementation of autonomy. Conclusion: Nevertheless, the professionalism of Slovenian agencies is still an on-going process, particularly as regards the efficiency implementation gap. As for the future, a more consistent PAR incorporating cross-sectoral policy on agencies is required to pursue the development of a democratic and efficient PA.
Ključne besede: public administration reform, agencies, autonomy, organization, management, Slovenia
Objavljeno: 10.01.2018; Ogledov: 13; Prenosov: 1
.pdf Celotno besedilo (459,56 KB)

62.
Organizational ambidexterity, exploration, exploitation and firms innovation performance
Mladenka Popadić, Matej Černe, Ines Milohnić, 2015, izvirni znanstveni članek

Opis: Background and Purpose: The construct of organizational ambidexterity (OA) has attracted the growing attention in management research. Previous empirical research has investigated the effect of organisational ambidexterity on performance from various perspectives. This study aims to resolve the contradictory previous research findings on the relationship between organisational ambidexterity and innovation performance. We unpack this construct with combined dimension of ambidexterity, which relates to a combination of high levels of both exploration and exploitation (introduction of products or services that were new to the market and new to the firm). Methodology: We frame our ambidexterity hypothesis in terms of firm’s innovation orientation. The hypothesis is tested by using Community Innovation Survey (CIS) 2006 micro data at the organizational level in twelve countries. To operationalize an ambidexterity and firms innovation outcome, we used self-reported measures of innovativeness. Results: To test our hypothesis, we developed a set of models and tested them with multiple hierarchical linear regression analyses. The results indicate that exploration and exploitation are positively related to firm’s innovation performances which supports our assumption that both are complementary. Furthermore, we find that above and over their independent effects, through combining them into a single construct of organizational ambidexterity, this variable remains negatively and significantly related to innovation performance. Conclusion: These results provides the managers with an idea of when managing trade-offs between exploration and exploitation would be more favorable versus detrimental. For firms with lower organizational ambidexterity, the relationship between exploration-exploitation and the firm’s innovation performance is a more positive one.
Ključne besede: enterprises, entrepreneurs, entrepreneurship, organizational ambidexterity, exploration, exploitation, innovation performance
Objavljeno: 10.01.2018; Ogledov: 13; Prenosov: 1
.pdf Celotno besedilo (413,65 KB)

63.
Organization in finance prepared by stohastic differential equations with additive and nonlinear models and continuous optimization
Pakize Taylan, Gerhard-Wilhelm Weber, 2008, izvirni znanstveni članek

Opis: A central element in organization of financal means by a person, a company or societal group consists in the constitution, analysis and optimization of portfolios. This requests the time-depending modeling of processes. Likewise many processes in nature, technology and economy, financial processes suffer from stochastic fluctuations. Therefore, we consider stochastic differential equations (Kloeden, Platen and Schurz, 1994) since in reality, especially, in the financial sector, many processes are affected with noise. As a drawback, these equations are hard to represent by a computer and hard to resolve. In our paper, we express them in simplified manner of approximation by both a discretization and additive models based on splines. Our parameter estimation refers to the linearly involved spline coefficients as prepared in (Taylan and Weber, 2007) and the partially nonlinearly involved probabilistic parameters. We construct a penalized residual sum of square for this model and face occuring nonlinearities by Gauss-Newton's and Levenberg-Marquardt's method on determining the iteration step. We also investigate when the related minimization program can be written as a Tikhonov regularization problem (sometimes called ridge regression), and we treat it using continuous optimization techniques. In particular, we prepare access to the elegant framework of conic quadratic programming. These convex optimation problems are very well-structured, herewith resembling linear programs and, hence, permitting the use of interior point methods (Nesterov and Nemirovskii, 1993).
Ključne besede: stochastic differential equations, regression, statistical learning, parameter estimation, splines, Gauss-Newton method, Levenberg-Marquardt's method, smoothing, stability, penalty methods, Tikhonov regularization, continuous optimization, conic quadratic programming
Objavljeno: 10.01.2018; Ogledov: 20; Prenosov: 1
.pdf Celotno besedilo (364,34 KB)

64.
Organisational factors of rapid growth of Slovenian dynamic enterprises
Viljem Pšeničny, Riko Novak, 2013, izvirni znanstveni članek

Opis: The authors provide key findings on the internal and external environmental factors of growth that affect the rapid growth of dynamic enterprises in relation to individual key organisational factors or functions. The key organisational relationships in a growing enterprise are upgraded with previous research findings and identified key factors of rapid growth through qualitative and quantitative analysis based on the analysis of 4,511 dynamic Slovenian enterprises exhibiting growth potential. More than 250 descriptive attributes of a sample of firms from 2011 were also used for further qualitative analysis and verification of key growth factors. On the basis of the sample (the study was conducted with 131 Slovenian dynamic enterprises), the authors verify whether these factors are the same as the factors that were studied in previous researches. They also provide empirical findings on rapid growth factors in relation to individual organisational functions: administration - management - implementation (entrepreneur - manager - employees). Through factor analysis they look for the correlation strength between individual variables (attributes) that best describe each factor of rapid growth and that relate to the aforementioned organisational functions in dynamic enterprises. The research findings on rapid growth factors offer companies the opportunity to consider these factors during the planning and implementation phases of their business, to choose appropriate instruments for the transition from a small fast growing firm to a professionally managed growing company, to stimulate growth and to choose an appropriate growth strategy and organisational factors in order to remain, or become, dynamic enterprises that can further contribute to the preservation, growth and development of the Slovenian economy.
Ključne besede: entrepreneurship, dinamic enterprises, environment, organisational factors
Objavljeno: 10.01.2018; Ogledov: 18; Prenosov: 1
.pdf Celotno besedilo (203,30 KB)

65.
Organisational effectiveness and customer satisfaction
Milan Ambrož, Martina Praprotnik, 2008, izvirni znanstveni članek

Opis: This paper presents a test of the relationship between organizational culture as a crucial indicator of organizational effectiveness and customer satisfaction using service-unit data from two health resorts. Ensuring survival of the service organisation in the long run requires adaptations which are oriented towards achieving maximum customer satisfaction. This study intended to unveil the effect organisational factors have on customer service orientation from the customer and employee point of view within a two health resort service setting. The finding suggests that when trying to predict the comparative degree which organisational effectiveness factors have in satisfying customers' needs, performance, adaptability and mission can be of the highest importance. Some effects like performance were uniform for employees and customers, while others varied depending on the organisation and the customer or employee group. Furthermore, findings suggest that service performance and organisation mission of the service organisation predict customer satisfaction based on established and proven health services. In this context there is no room for innovation, despite the fact that employees and customers do not share similar views about the impact of organisational effectiveness. Developing an effective service organisation can provide a competitive advantage to the organisation. Critical for the success of the service organisation is that organisational agents have a clear view of the existing organisation effectiveness and a clear view of the customer expectations in this area.
Ključne besede: organisational effectiveness, customer satisfaction, customer complexity, service orientation, survival, adaptability
Objavljeno: 04.12.2017; Ogledov: 65; Prenosov: 1
.pdf Celotno besedilo (982,16 KB)

66.
Organisational culture as organisational identity
Justina Erčulj, 2009, izvirni znanstveni članek

Opis: The author discusses the notion of organisational culture and relates it to the notion of organisational identity. Culture as a group identity involves elements of stability, homogeneity and integrity but this can be very much altered through post-modern understanding of relationships between localities and their contexts. The research that was conducted in two primary schools in Slovenia is based on the symbolic notion of organisational culture. We explored what meanings are assigned to schools in public documents, during rituals and in teachers' and headteachers'narratives. The findings indicate the co-existence of two cultures and hence of two identities, ‘the public’ and ‘the private’, the former being closer to the corporate identity and the latter to multiple identities. The managers should be aware of both and should use the in-between space for on-going discussions and negotiations.
Ključne besede: organisational culture, identity, globalisation, management
Objavljeno: 04.12.2017; Ogledov: 55; Prenosov: 1
.pdf Celotno besedilo (216,54 KB)

67.
On-the-job training and human resource management
Kosovka Ognjenović, 2015, izvirni znanstveni članek

Opis: Background: In this paper, the effects of four groups of factors on organizational performance are examined. Those are human resource management (HRM) policies and practices, financial and business indicators, location, and firm characteristics. A review of selected literature confirmed that a similar set of factors, through its positive effects on boosting organizational performance, may significantly improve competitive advantage of firms. Methods: An empirical analysis using firm-level data is conducted on the sample of enterprises operating in Serbia. A microeconometric approach is employed in order to specify and estimate empirical models. Two statistical models are applied. The ordered probit model is used for investigating organizational performance and the standard binary probit model for examining the decision of a firm to integrate the human resource development (HRD) department into its organizational structure. The goodness of fit measures confirmed the statistical reliability of estimated models. Results: Estimation results revealed that optimization of the number of employees, sales and revenues, firm age, increased market demand and competitive environment, as well as the ‘right decisions’ of the top management have significantly positive effects on boosting organizational performance. Significance of on-the-job training for boosting organizational performance was not empirically supported. In the same group of factors are firm size, industry and region. An auxiliary model shown that large- and medium-sized firms, firms with high level of revenues, privately owned, foreign and those located in or near to the capital city are more likely to have HRD departments. Conclusions: This paper provides a survey of the theoretical literature and explains empirical findings that are relevant for understanding to what extent on-the-job training, managing human resource, as well as some other internal and external organizational and financial factors are important for enhancing competitive advantage of firms.
Ključne besede: training, human resource management, competitiveness, organization, employees
Objavljeno: 04.12.2017; Ogledov: 65; Prenosov: 2
.pdf Celotno besedilo (786,44 KB)

68.
Multiple paradigm research on organisational culture
Dan Podjed, 2011, izvirni znanstveni članek

Opis: The author presents multiple paradigm research into the organisational culture of a birdwatching association, where he conducted his ethnographic research. On top of the functionalist, interpretive, radical structuralist and radical humanist paradigms as presented by Gibson Burrell and Gareth Morgan, he applies the fifth paradigm into the analysis of the organisation. The so-called complexity paradigm, which was formed in 1980's based on findings about complex systems and networks that emerged in natural and social sciences, summarizes all other paradigms, integrating them into a coherent unit. According to the author, the approach that exploits the benefits of each previously known paradigm illustrates comprehensively the complexity of organisational cultures, whereas the new paradigm upgrades our previous knowledge on organisations.
Ključne besede: anthropology, organisational culture, multiple paradigm research, complexity paradigm, ornithological association
Objavljeno: 04.12.2017; Ogledov: 56; Prenosov: 1
.pdf Celotno besedilo (1,05 MB)

69.
Model of knowledge management factors and their impact on the organizations' success
Domen Kozjek, Marija Ovsenik, 2017, izvirni znanstveni članek

Opis: Purpose: The purpose of this research is to identify the factors of knowledge which have a significant impact on the outcome (measured as value added per employee) of the company. The existence, long-term survival, profitability, etc. of the company depends on the competitiveness of the products and services (regardless of industry or economic branch). Transformation of “raw materials” into competitive products is possible only with the knowledge of employees. Therefore, it is necessary to identify the factors of knowledge which can influence a positive result of the company. Methodology: We reviewed the relevant literature in the field of knowledge management. On this basis, we summarized the factors of knowledge. We performed a survey among the 69 largest Slovenian commercial companies (public and banking sectors excluded). Based on the research, we developed a regression model of value added per employee in euros. Results: The study showed that, of all factors studied, motivation in the form of assessing employees’ performance has the largest positive correlation with the value added per employee. Furthemore, training for the performance, the use of technological tools and organizational climate can bring significant value added per employee. The most important factor that affects the value added per employee is the industry branch which the company deals with. The factors which follow are the simplicity of using IT tools and the example that the managers give to the employees. Conclusion: A model of knowledge management factors helps to identify which knowledge factors should be given priority to for increasing the company’s performance. The model also considers the industry in which the company operates.
Ključne besede: knowledge management, knowledge factors, human capital
Objavljeno: 04.12.2017; Ogledov: 54; Prenosov: 2
.pdf Celotno besedilo (1013,90 KB)

70.
Mobile wallets' business models
Uschi Buchinger, Heritiana Ranaivoson, Pieter Ballon, 2015, izvirni znanstveni članek

Opis: Background and Purpose: Though Mobile Wallets have the potential to entirely substitute their physical predecessor, many Mobile Wallets narrow their operations to one particular feature. This might be because of strategic business- model design choices to position themselves strategically as intermediates between users and business partners (third parties) in more delimited markets. Thus, Mobile Wallet Applications (MWAs) often represent platforms in narrow two-sided market structures. Design/Methodology/Approach: The paper focuses on the economics of such platforms by the means of a business model analysis. It examines how business partners are integrated in four MWAs’ strategies: Key Ring, FidMe, Apple Passbook and Qustomer. Results: The paper shows that MWAs strive to incorporate not only a large quantity of partners but also such with a high brand value (quality of partners) in their organization design. These partners shape their service design since none of the platforms offer products or services themselves. Hence, MWAs are dependent on the third parties’ capacity and willingness to fulfill engagements and meet the customer demands. Conclusion: MWAs - though concerned with the inclusion and management of loyalty points and schemes - do not leverage the possibility to generate revenue via third parties’ loyalty points. Theoretically, MWAs could reward or redeem loyalty points themselves.
Ključne besede: mobile wallets, mobile wallet applications, loyalty schemes, business models, two-sided markets
Objavljeno: 04.12.2017; Ogledov: 35; Prenosov: 1
.pdf Celotno besedilo (584,86 KB)

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