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Abstract: In the European Union (EU), border control and surveillance have emerged as significant policies for managing migration. The EU’s action at the external borders is based on a combination of migration securitisation and externalisation of border management policies. The EU follows a ‘shared competence’ and ‘shared responsibility’ for developing an integrated European border management system in the context of migration control. This chapter examines the division of internal and external competences and responsibilities between EU institutions/agencies and national authorities of member states concerning border management and migration. Further, it analyses the intensity and scope of the EU’s intervention in this area along with its limitations. The European integrated border management is crucial for improving migration management and is conducted within a multi-level governance system with binding rules and various actors. This raises concerns regarding the exact allocation of competences and corresponding obligations and responsibilities conferred on each of them. The Schengen Borders Code (Regulation (EU) 2016/399) and the European Border and Coast Guard Regulation (Regulation (EU) 2019/1896) are the primary legally binding instruments, which specify common (supranational) rules governing the movement of persons across EU borders and highlight how member states manage their borders serving a common interest within an increasingly harmonised substantive and institutional framework. Although, the rules relating to the management of EU external borders continue to evolve in the context of the Schengen acquis, member states retain their own competences and responsibilities regarding border control and entry to their territories concerning the maintenance of legal and public order and national security. However, the member states are required to exercise their competence in this field in compliance with the objectives and acts of the EU’s border management and migration acquis and policies, ensuring full respect for fundamental rights.
Keywords: European Integrated Border Management, European Border and Coast Guard (Frontex) Agency, member states’ border authorities, border management, migration regime nexus, fundamental rights, Court of Justice of the EU
Published in DKUM: 02.12.2025; Views: 0; Downloads: 0
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Abstract: Operating in today's turbulent environment is characterized by, among other things, significant risks. The current trends of deregulation and globalization of markets increase the impact of risks on the company's operations and, consequently, on its value, being a source of potential unforeseen losses due to changes in market prices, financial difficulties or other difficulties of the company. As business practices, environments, and trends change, some areas of risk management become increasingly important. When distinguishing between the terms risk and uncertainty, it can be said that they are related but different. While uncertainty is unknown and changing, risk is the result of uncertainty. All of these factors can have a significant impact on a company's cash flow, earnings, and enterprise value. The nature of risk has directed risk management to protect companies from financial difficulties, and recognizing different categories of risk such as credit, market, or ESG risks can become an important step to ensure uninterrupted business operations and protection of corporate assets. By achieving the fundamental goal of identifying and managing various forms of risk, the company will become increasingly better able to survive and operate successfully in the modern economic environment, ultimately contributing to increased shareholder value. A further step in understanding and evaluating the concept of integrated risk management in organizations is the composite risk management index, which according to numerous authors represents a significant contribution and advance in the quantitative approach to measuring and evaluating the risk management process. The CRM index represents a comprehensive dimension of CRM that effectively measures the construct. The CRM Index is proposed as an effective measure of CRM implementation and was constructed based on data derived from a thorough review of the literature. The said index uniformly assesses the data on the frequency, depth and completeness of risk management practices in organizations. The purpose of the doctoral dissertation implies and includes a theoretical and practical contribution in the field of corporate risk management and the formation of a composite index as a measurement tool for the implementation of the above process in medium-sized and large companies, as well as ways of creating, generating and measuring newly created value as a product of their interaction, with the expectation of understanding and strengthening interest in this research subject as a broad topic. A unique scientific contribution from both a theoretical and practical perspective is given. From a theoretical perspective, the research conducted makes a significant contribution to the scientific knowledge on the effects of corporate risk management as a function of the creation of medium and large firms in multiple and multiplicative ways. The academic literature is improved by conceptually upgrading various research niches, concepts and phenomena of this field of knowledge, and the interrelationships and interdependencies of corporate risk management are recognized and identified, and their effects on the creation and growth of value of non-financial firms are observed. In addition, it consolidates the different academic views on the process of enterprise risk management and further clarifies its concept, defines its scope and determines the level of action.
Keywords: corporate risk management, firm performance, corporate risk management index, value growth
Published in DKUM: 25.11.2025; Views: 0; Downloads: 5
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Abstract: Purpose: This study examines how chatbots, as part of generative artificial intelligence (GenAI), can assist human resource (HR) professionals in supporting more effective knowledge management (KM), especially knowledge sharing (KS). The research aims to understand the strategic roles of chatbots in Human Resource Management (HRM). It offers propositions for their effective deployment to support KS and enhance their utilisation within organisations. Methodology: A systematic literature review (SLR) was carried out using the databases Web of Science (WoS) and Scopus. After applying inclusion and exclusion criteria, 16 relevant articles were selected for detailed analysis. Results: The findings show that chatbots can significantly enhance KS by automating HRM processes. They enable personalised training, offer continuous support, and promote employee performance, engagement, and innovation. Furthermore, chatbots assist HR professionals in focusing on strategic tasks by lowering administrative workload. Several challenges are also identified, including ethical concerns, privacy issues, data quality problems, reduced social interaction, and risks to creativity and critical thinking. Conclusion: Chatbots offer a transformative opportunity for HRM to enhance KS, organisational memory, and digital learning, thereby supporting competitive advantage in knowledge-intensive settings.
Keywords: Chatbots, generative artificial intelligence, human resource management, knowledge management, knowledge sharing
Published in DKUM: 14.11.2025; Views: 0; Downloads: 9
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Abstract: The Stage-Gate® model has historically provided a systematic framework for New Product Development (NPD). However, the evolving landscape of innovation necessitates continuous enhancement. This paper redefines the model's foundational structure by advocating for the recognition of the Discovery Phase as Stage 1, emphasizing its essential role in aligning initial ideation with strategic goals, streamlining processes, and enhancing NPD efforts. Using a mixed-methods approach, including a systematic literature review, synthesis of illustrative examples and secondary data and case study analysis, the research demonstrates that formalizing the Discovery Phase improves earlystage decision-making, enhances alignment between front-end exploration and downstream execution and mitigates risks by supporting more informed project development. Synthesised sectoral examples show that incorporating the Discovery Phase improves feasibility, reduces risk, and boosts efficiency. For example, simulation planning early in innovation process increased manufacturing throughput by 52 %, while early IP checks lowered infringement risk. The proposed revision boosts the Stage-Gate® model's adaptability and integration with modern methodologies such as AI, Agile, Lean Startup, Design Thinking and TRIZ. The findings highlight how this change promotes a comprehensive approach to NPD. The implications extend to practical applications and future research, offering organizations a flexible framework that meets modern market and technological demands.
Keywords: Stage-Gate® model, fuzzy front end of innovation (FFEI), new product development (NPD), innovation management, discovery phase, agile, TRIZ, design thinking, large language model (LLM), sustainability
Published in DKUM: 03.11.2025; Views: 0; Downloads: 5
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Abstract: This thesis investigates how Ulcinj's growth within the Montenegro–Albania corridor is influenced by cross-border tourism. First, a theoretical analysis demonstrated the connections between demand for tourism, employment, and investment; the significance of cooperation and governance; the interdependence of tourism and mobility; and the consequences of seasonality and sustainability. Next, we interviewed emergency services, public administration, local politicians, and business sector stakeholders in lodging and hospitality. The results show distinct advantages for turnover, employment, and small-scale investment, but they also show enduring drawbacks, such as poor public transportation and car-free accessibility, border lines and procedural unpredictability, disjointed governance, irregular electronic payments and taxi rates, noticeable summer peaks, and peak-season strain on municipal services. Targeted last-mile infrastructure improvements planned off-season events, operational mayor/DMO collaboration, direct cross-border public transportation links with basic one-stop/digital facilitation, and harmonized coastal standards were all recommendations made by interviewees. In order to establish a more stable, higher-value, year-round destination system, the thesis concludes by highlighting the necessity of strengthening operational environmental management, integrating mobility and border facilitation, improving governance coordination, and packaging and jointly marketing cross-border products.
Keywords: cross-border tourism, destination development, seasonality management, Ulcinj, cooperation
Published in DKUM: 29.10.2025; Views: 0; Downloads: 8
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