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Title:OBVLADOVANJE STRATEŠKIH KRIZ Z UPORABO PROJEKTNEGA MENEDŽMENTA KOT CELOVIT INVENCIJSKO-INOVACIJSKI PROCES
Authors:Vrečko, Igor (Author)
Mulej, Matjaž (Mentor) More about this mentor... New window
Files:.pdf DR_Vrecko_Igor_2011.pdf (15,09 MB)
 
Language:Slovenian
Work type:Dissertation (m)
Organization:EPF - Faculty of Business and Economics
Abstract:Osrednji problem doktorske disertacije izhaja iz spoznanja, kako zelo pomembne in hkrati redko obravnavane so strateške krize v poslovnih sistemih (PS). Strateško krizo, kot jo opredeljujejo redki avtorji, ki se sicer s tem pojmom ukvarjajo, je težko zaznati in predvsem težko je ovrednotiti in določiti kazalce za njeno identifikacijo, saj ni vidna in izmerljiva z ustaljenimi kazalci za spremljanje uspešnosti PS. Na drugi strani je pogosto obravnavana poslovna kriza vsaj po nekaterih kazalcih uspešnosti PS izmerljiva in tako razpoznavna, kar pomeni, da je bistveno lažje sprejeti zavedanje o njenem obstoju ter tako sprožiti pobudo in proces za odpravo vzrokov in posledic poslovne krize. Vendar pobuda in proces odprave ne smeta biti prepozna ali premalo celovita, predvsem ne zato, ker nastopajo bistveni vzroki za poslovno krizo že prej, najpogosteje pri oblikovanju in uresničevanju strategije PS. Izhodišče raziskave te doktorske disertacije je, da je pojav poslovne krize posledica strateške krize. Govorimo o tem, da je strateška kriza, ki je PS ni znal preprečiti ali omiliti njene posledice za njegov nadaljnji razvoj, privedla do njegove poslovne krize. Strateško krizo moramo povezati s tem, da (1) v PS niso bile sprejete potrebne strateške odločitve o nadaljnjem razvoju PS, (2) v PS niso bile pravočasno sprejete strateške odločitve o nadaljnjem razvoju PS, (3) v PS niso bile sprejete pravilne strateške odločitve o nadaljnjem razvoju PS, (4) lahko pa se tudi dogodi, da so sicer bile pravočasno sprejete pravilne strateške odločitve, da pa le-te niso bile realizirane, oziroma niso bili izvedeni vsi potrebni projekti za realizacijo strateških odločitev. Osrednja vprašanja doktorske disertacije so usmerjena v pojasnjevanje pojava strateških kriz, v iskanje načinov za njihovo pravočasno in dovolj celovito prepoznavanje oziroma zaznavanje, poznavanje vpliva dinamike spreminjanja poslovnega okolja na pojav strateških kriz in podobno. Spoznanje, da imajo projekti in obvladovanje vseh procesov v celotnem življenjskem ciklusu projektov izredno pomembno vlogo pri reševanju poslovnih kriz, usmerja raziskavo v opredeljevanje vloge projektov in projektnega menedžmenta tudi za obvladovanje strateških kriz. Projekti in projektno delovanje so lahko primerno sredstvo za sistematično reševanje strateških kriz PS, kar lahko podkrepimo s tem, da je v zadnjem obdobju v strokovni literaturi do bistveno večjega izpostavljanja, da je nujno uresničevati strateške usmeritve s projekti, in torej do povezovanja strateškega in projektnega menedžmenta, kot je bilo pred tem. Namen doktorske disertacije je bil proučiti problematiko obvladovanja strateških kriz v PS in sicer na način, da skupno in ustrezno celovito obravnavamo integracijo različnih teoretičnih konceptov iz področij strateškega in projektnega menedžmenta ter teorije sistemov in inovacijskega menedžmenta. Temeljno raziskovalno vprašanje v doktorski disertaciji je, kako v PS zagotoviti dolgoročno uspešnost (če je ta v interesu lastnikov PS) in kaj je vzrok temu, da se nekateri PS precej uspešno izogibajo večjim poslovnim težavam, ki jih lahko opredelimo kot poslovne krize, medtem ko se nekateri drugi PS z njimi soočajo precej bolj pogosto; ali uspešnost v obvladovanju projektnih procesov, vse od opredelitve in izbora projektov pa do zagotovitve njihove uspešne izvedbe in zagona eksploatacij lahko pripomore k zagotavljanju dolgoročne uspešnosti PS – in če je temu tako, kako zagotoviti to uspešnost v obvladovanju projektnih procesov? V disertaciji je oblikovan tristopenjski dvodimenzionalni model obvladovanja strateških kriz, ki integrira sistemsko teorijo v povezovanje strateškega menedžmenta (zadolženega za oblikovanje strategij obvladovanja kriz), projektnega menedžmenta (zadolženega za proces projektnega obvladovanja kriz) in inovacijskega menedžmenta (zadolženega za oblikovanje vsebinskih rešitev, vključno s potrebnim dvigovanjem stopnje inovativnosti v procesu projektnega izvajanja strategij).
Keywords:strateške krize, sistemske strateške krize, poslovne strateške krize, poslovne krize, teorija sistemov, dialektična teorija sistemov, projektni menedžment, organizacijska zrelost projektnega menedžmenta, strateški menedžment, inovacijski menedžment, invencijsko-inovacijski proces, značilnosti okolja, spreminjanje okolja, dolgoročna uspešnost poslovnega sistema
Year of publishing:2011
Publisher:I. Vrečko
Source:[Maribor
UDC:005.8
COBISS_ID:10763804 Link is opened in a new window
NUK URN:URN:SI:UM:DK:M2EODQB9
Views:3242
Downloads:491
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Categories:EPF
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Secondary language

Language:English
Title:MASTERING STRATEGIC CRISES USING PROJECT MANAGEMENT AS A HOLISTIC INVENTION-INNOVATION PROCESS
Abstract:The central issue in doctoral dissertation stems from the realization of how very important yet rarely addressed strategic crises in the business systems (BS) are. Strategic crisis, as defined by the few authors dealing with this concept, is difficult to detect; it is particularly difficult to evaluate and define the indicators for its identification as it is not visible or measurable with the established indicators for monitoring BS performance. On the other hand, the business crisis is identifiable – at least with some measurable indicators of BS's performance. Thus, it is much easier to become aware of its existence and launch the initiative and process to eliminate its causes and consequences. Yet the initiative and the process of elimination should neither be too late, nor lack requisite holism – especially as its fundamental causes arise earlier, most often during the modelling and/or implementation of the BS’s strategy. A variety of recent studies and research and a series of practical cases suggest that the phenomenon of business crisis results from a strategic crisis. This thesis is a starting point for this research. We talk about the strategic crisis that BS is not able to prevent or mitigate its consequences for its further development, leading to the business crisis. We define strategic crisis as a crisis in which the long-term prospects for the success of BS are already off or are seriously at risk, while the new prospects, which could be used for a long-term, has not yet been created. This means that the BS, during its strategic crisis, is late in the preparation and implementation of the necessary strategic changes matching the changes in the external and internal environment of BS. We must connect the strategic crisis with its causes. For example, (1) in the BS, the necessary strategic decisions on further development of BS have not been taken; (2) in the BS, strategic decisions on further development of BS have not been made in time; (3) in the BS, appropriate strategic decisions on further development of the BS have not been taken; or (4) the right and in-time strategic decisions have not been realized, or all the necessary projects for the realization of strategic decisions were not implemented. The main foci of doctoral dissertation are aimed at explaining the phenomena of strategic crisis, seeking ways for their timely and comprehensive identification and detection, and defining knowledge of the impact of changing dynamics in the business environment on the emergence of strategic crises and the like. Cognition that projects and management of all processes throughout the lifecycle of projects plays a vital role in resolving the business crises, directs our research in defining the role of projects and project management for managing strategic crises. Projects and project operation may be an appropriate tool to address the strategic crises in BS both systemically and systematically. This can be corroborated by the fact that, in recent years, the literature seems to include significantly more work on the necessity to implement strategies with projects and, thus, the integration of strategic and project management. Fundamental research question is how do we ensure BSs’ long-term success (if it is in the interests of the owners of BSs) and what are the reasons for some of the BSs to quite successfully avoid major business problems (crisis) while others face them more often, and, can successful management of project processes—ranging from identification and selection of projects, the ensuring of their successful implementation, and the execution of exploitation—contribute to ensuring long-term performance of BS? If so, how do we provide such performance in project management processes? In the dissertation we designed three-stage two-dimensional model of mastering strategic crisis that integrates the systemic integration of theory in strategic management, project management and innovation management.
Keywords:strategic crisis, systemic strategic crisis, business strategic crisis, business crisis, systems theory, dialectical system theory, project management, organizational project management maturity, strategic management, innovative management, invention-innovation process, environmental characteristics, changing environment, long-term business system success


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