Iskanje po katalogu digitalne knjižnice

Opis: Background: The information age has ushered in a novel economic model known as the information economy, challenging traditional bureaucratic mechanisms that were primarily seen as tools to mitigate uncertainty. Within this context, complex leadership emerges as a paradigm that thrives on systemic interactions and intricate dynamics. Here, the onus lies on establishing the framework and conditions that empower the adaptive essence of leadership to flourish. Purpose: The aim of this research is to establish a framework for optimal leadership management, uncovering previously unexplored factors shaping employee work behavior. By identifying and defining key components within management mechanisms that greatly enhance employee performance, the objective is to cultivate rooted and effective management practices. Study design/methodology/approach: The research involved 480 respondents from diverse sociodemographic backgrounds and companies. Complexity leadership was assessed using the Complexity Leadership Scale, measuring Generative and Administrative leadership. Employee cooperation was evaluated with the Scala Supportive and Non-Controlling Supervision. Statistical methods included multiple regression, Pearson correlation, t-tests, and MANOVA. Findings/conclusions: The evaluation shows that both Generative and Administrative leadership are moderately expressed. Generative leadership positively correlates with Supportive and Non-Controlling Supervision, achieving statistically significant results. In contrast, Administrative leadership has negative correlations with these supervisory styles. Limitations/future research: The limitations of the research are of a methodological nature and refer to the sample of employees, according to demographic characteristics and company characteristics. Also, ONLINE FIRST 4 Tomašević et al. Addressing Socio-Economic Drivers of Management Style Evolution: Embracing Complexity Leadership Solutions STRATEGIC MANAGEMENT, Vol. xx (20xx), No. x, pp. 0xx-0xx questionnaires based on self-assessment most often imply a certain number of socially desirable answers. Future research should include a larger sample to improve external validity and ensure that the empirical evidence obtained is variable across a range of organizational settings.
Ključne besede: leadership, complexity, employees, organizations, socio-economic drivers
Objavljeno v DKUM: 29.08.2025; Ogledov: 0; Prenosov: 3
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Opis: Occupational Safety and Health (OSH) careis not requisitely holistic if it is not sustainable. Hence SOSHis suggested as a novel approach to the management of individuals, with a particular emphasis on the long-term aspects of occupational safety and health, as well as the principles of regeneration and renewal. SOSH improves a company's ability to recruit and keep high-quality employees: companies create attractive and unique employer brands through the incorporation of SOSH practises into their employee value proposition, mission, and vision. SOSH emphasizes the humane treatment of individuals, emphasising their health, safety, and overall well-being. SOSH facilitates the development of a company in a sustainable and sustained manner. Furthermore, it also encompasses other significant aspects, such as the safety, health, and well-being of employees, employability, justice, employee development, and employee participation, among others. Sustainability, social responsibility, dialectical systems theory, and its law of requisite holism all contribute to the creation of SOSH, which is a new knowledge-cum-values management approach to OSH. No similar concept is offered in the existing literature.
Ključne besede: occupational safety and health, organizations, sustainability, sustainable occupational safety and health
Objavljeno v DKUM: 11.07.2025; Ogledov: 0; Prenosov: 5
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Opis: This study combines two main challenges for organizations today, as it examines the alignment between personal values of future leaders and the values needed in the Industry 4.0 workplace. Based on the movement of the organizational environment toward a more multidisciplinary, open, collaborative and multicultural environment, we presuppose that the Industry 4.0 workplace requires a more benevolent, universally oriented and generally self-transcended leaders. Drawing upon Schwartz’s value theory, we examine the impact of Generations Y and Z’s personal values on their leadership inclination. The results from the survey of 371 young participants from Generations Y and Z reveal that self-enhancement (i.e., power and achievement), openness to change and conservation values most significantly affect leadership inclination. Meanwhile, benevolence, universalism and general self-transcendence values—cornerstones of the Industry 4.0 workplace—show negative effects on leadership inclination in the frame of the Industry 4.0 workplace. This indicates a poor fit between the values of future leaders and the values of the Industry 4.0 workplace. These findings have significant implications for human resource management in future organizations and contribute to the understanding of future leaders. In addition, the findings can help organizations to manage sustainable workings in an Industry 4.0 environment.
Ključne besede: personal values, future leaders, Industry 4.0, Gen Y, Gen Z, organizations, Industry 4.0 workplace, Slovenia
Objavljeno v DKUM: 15.01.2025; Ogledov: 0; Prenosov: 17
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Opis: This study examined the importance of technologies in advancing modern organizations’ corporate social responsibility (CSR). Drawing upon environmentalist and technological theories, we analyzed the shift from the traditional development of technology to the development of sustainable technologies for the further sustainable advancement of organizations. Technology has decisively influenced the development of humankind, but its research has traditionally excluded sustainable development issues. Newer technological visions have addressed the incorporation of technologies in all industries more comprehensively to solve social issues related to environmental protection and sustainable economic development. Such an orientation is followed by several conceptual solutions, such as the sustainable use of traditional technologies, development of sustainable technologies, and interdisciplinary treatment of sustainable technology to extend the CSR model. The results of our study have theoretical implications, highlighting the effects of technological development and new technologies on the course of further societal sustainable development. Practical implications include extending CSR’s Triple Bottom model with a technological dimension to improve organizations’ further sustainable operating and behavior.
Ključne besede: sustainable development, tradition technology, newest technologies, sustainable technologies, corporate social responsibility, sustainable organizations
Objavljeno v DKUM: 11.10.2024; Ogledov: 0; Prenosov: 7
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Opis: The main purpose of this study was to examine how personal and organizational drivers influence the utilization of management tools aimed at supporting organizational working in Industry 4.0 settings. We built our research upon the recognized importance of management tools for organizational working under Industry 4.0 settings and explored the key personal and organizational drivers of management tool usage. Calculations were performed based on the responses of 222 employees working in organizations across Europe. The results revealed that, among personal drivers, a higher level of education leads to significantly higher usage of six sigma, rapid prototyping, outsourcing, customer relationship management, knowledge management, core competencies, and strategic planning. More experienced employees use significantly more six sigma, total quality management, supply chain management, knowledge management, and core competences than their less experienced peers. The impact of organizational drivers is substantially weaker, where only industry shows significant influence, indicating that lean production, six sigma, and supply chain management are used more in manufacturing than in service organizations. Gender, one’s position in the organization, and the organization size do not play a substantial role in management tool usage. Managers should recognize the role of personal and organizational drivers of management tool usage in order to more quickly implement Industry 4.0 principles in organizations.
Ključne besede: management tools, personal drivers, organizational drivers, utilization, organizations, Europe
Objavljeno v DKUM: 01.10.2024; Ogledov: 0; Prenosov: 11
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