This paper aims to examine the use of project management practices in small and midsize ciilerprises (SME) and to identify which project success factors (SF) and project success criteria (SC) ...contribute to project success. The research studies project success factors (SF) and project success criteria (SC) in SMEs such as: a causal relationship between project SF and project SC; perception of SC under full time and non-fiill time project managers and the use of project management tools within projects in SMEs. The survey includes a sample of 70 Slovenian and 54 Serbian SMEs. Methodologically, the t-test has been used to identify differences in key characteristics between the two countries. The Man-Whitney test was also used for group comparison. The research shows how certain project SF correlate to project SC and project success. The results strongly indicate that client consultation is a key project SF. Project manager role and soft skills as key project SC directly influence on project success. Organizations employing full-time project managers achieve better appreciation among their users than those who do not. Project goal setting was detected as the most important project SC in both countries. Results also strongly confirms that early feedback and continuous engagement to be key principles of agile methodology, which emphasizes "customer collaboration over contract negotiation". We find that agile principles most highly correspond to contemporary approaches, particularly for stakeholder engagement, iterations and operating through a feedback culture. The findings contribute to the development of existing literature on project management and its practices and show key project SF and key project SC in SMEs. Results in this research have special meaning for researchers and managers in the field of strategic and project management, project selection and implementation, as well as performance of SMEs. This study contributes to the advancement of research in project management considering project SF and key project SC for better project success.
This paper deals with the Lean Six Sigma methodology used in Slovenian and Serbian manufacturing companies. The first part of the paper presents the Six Sigma, lean, supply chain and manufacturing ...environments. This is followed by apresentation of the results of the comparison study performed in Slovenian manufacturing companies in 2008 and Serbia in 2010. Experiences and trends from the Slovenia study in 2012 are also presented. The research presents the use of Lean Six Sigma in Slovenian and Serbian manufacturing companies, barriers and the key success factors of its implementation in the periods2008-2010-2012. The results show many similarities. The main challenges in Slovenian and Serbian manufacturing companies are increased competition and customer product individualisation and focus on product quality. Managers in Serbia are often satisfied with the existing quality system and the results show that management in Serbia do not find Six Sigmaa customer requirement. Thethird most common reason for not using Lean Six Sigmawasa lack of human resources in the company to support its implementation.
In this article, we discuss selected aspects of organisation: organisation as an instrument for achieving objectives, and organisation as an interest group, as well as defining the organisation as a ...process. Based on a literature review we have summarised the findings of different authors and presented what defines the organisation from the aforementioned aspects. The structure of the article follows the AiMRaD methodology: abstract, introduction, methodology, research and analysis, and discussion (Cargill and O'Connor 2009). The literature study research method was used. Findings are presented descriptively and in tabular form with a discussion and comments. Findings of this research are useful for the general, professional public, for the management of different organisations and for researchers from the fields of organisation and management, because selected aspects of organisations are intertwined, and their understanding is related to the basic management activities of each organisation such as planning, organising, leading and supervising and thus related decision-making.
This article studies the relationship between changes in the external business environment, a firm's innovation strategies towards customers, and performance. A model of relations was developed, as ...well as a hypothesis: "The use of the differentiation strategy has a positive effect on firm's performance. SMEs that use the differentiation strategy achieve better performance than those who use one of the other strategies (low-cost strategy, focus strategy, or an overtaking strategy)". The empirical study includes a population of 3007 SMEs and a sample of 163 SMEs. The firm's performance was measured using financial measures such as return on equity (ROE) and return on assets (ROA), operational measures such as economic value added (EVA) and comprehensive measures such as credit rating (CR). The structural equation modelling (SEM) approach was used for data analysis. Based on the results, we can confirm that changes in a firm's external environment affect the firm's strategy towards customers, which influences the performance of a firm. The empirical study confirmed that firms using the differentiation strategy indicate higher performances (ROA, EVA, and CR) than those using any other strategy. Results also show that high-performance SMEs incorporate customer perspectives into strategy selection. The most significant influence on the firm's selection of the differentiation strategy was found in cases when the firm cooperates with new customers with whom it has not collaborated thus far. SMEs that use a low-cost strategy, focus strategy, or overtaking strategy are less successful than companies that use a differentiation strategy. The developed model of relations in this research has special meaning for researchers and managers in the field of strategic management, strategy selection and implementation, as well as performance of SMEs.
In this article, we discuss selected aspects of organisation: organisation as an instrument for achieving objectives, and organisation as an interest group, as well as defining the organisation as a ...process. Based on a literature review we have summarised the findings of different authors and presented what defines the organisation from the aforementioned aspects. The structure of the article follows the AIMRAD methodology: abstract, introduction, methodology, research and analysis, and discussion (Cargill and O’Connor 2009). The literature study research method was used. Findings are presented descriptively and in tabular form with a discussion and comments. Findings of this research are useful for the general, professional public, for the management of different organisations and for researchers from the fields of organisation and management, because selected aspects of organisations are intertwined, and their understanding is related to the basic management activities of each organisation such as planning, organising, leading and supervising and thus related decision-making.
In this article, we discuss selected aspects of organisation: organisation as an instrument for achieving objectives, and organisation as an interest group, as well as defining the organisation as a ...process. Based on a literature review we have summarised the findings of different authors and presented what defines the organisation fromthe aforementioned aspects. The structure of the article follows the AIMRaD methodology: abstract, introduction, methodology, research and analysis, and discussion (Cargill and O’Connor 2009). The literature study research method was used. Findings are presented descriptively and in tabular form with a discussion and comments. Findings of this research are useful for the general, professional public, for the management of different organisations and for researchers from the fields of organisation and management, because selected aspects of organisations are intertwined, and their understanding is related to the basic management activities of each organisation such as planning, organising, leading and supervising and thus related decision-making. https://doi.org/10.26493/1854-6935.19.167-181
Purpose
In the global economy, managers are constantly innovating with their use of available Lean Six Sigma (LSS) tools. Some factors, such as training and the right educational goals, have gained ...strong global acceptance. The purpose of this paper is to focus on contributions to organizational factors that predict organizations usage of LSS management tools to investigate expectations of project managers prior to LSS education and the extent of fulfilment of those expectations following LSS education in Slovenia, an East European country.
Design/methodology/approach
This research provides an empirical analysis of LSS as a learning structure and the characteristics of LSS project managers, followed by the results of an analysis of LSS usage in manufacturing companies in Slovenia following comparative surveys carried out in 2008 and 2013.
Findings
The top four essential characteristics for LSS organizations in 2013 include: being an innovative LSS project manager; being an effective communicator; having networking ability; and being a positive thinker. Results from 2008 to 2013 have shown differences in the stages of LSS implementation in Slovenia in these years. Differences were also seen in the level of participants’ LSS training in the studies performed.
Originality/value
This paper presents the first ever comparison study regarding the status of LSS education in transition countries, such as in Slovenian manufacturing companies. The study shows the expectations of participants before LSS education and their fulfilment following it. The research is original in many aspects: it includes aspects of external and internal LSS training in companies, it focusses on the manufacturing companies in the transition country of Slovenia and it provides a comparison of results in 2008 and in 2013 and an overview of the progress of LSS education. The paper will be of great value to academics, consultants, researchers, practitioners of LSS, current and future management and owners of companies in Slovenia and other similar East European transition countries. The findings will be useful in business practice for understanding the influences of education and training factors on LSS management tool usage.
The purpose of this research is to investigate how logistics outsourcing performs activities that have been traditionally carried out within the outsourcer’s company. The study examines the ...characteristics of logistics and transport services, which are important in cooperation with service providers. Two groups were formed according to the average values of the characteristics of logistics activities. ‘Cost, quality and response’ are important for the first group, while ‘logistics, environment and the ability to adapt to client processes’ are important for the second group. The results of the survey carried out in Slovenian enterprises show that both groups are primarily interested in express freight and shipment services, the difference lying in the understanding of logistics, mutual trust and brand recognition. The findings will be useful both in business practice and for managers, providing them with a better understanding of the performance of logistics outsourcing.
Business process management (B.P.M.) is empirically linked to the performance of organisations. Different studies in the business process field have shown that an organisation can benefit from B.P.M. ...through better financial and nonfinancial performance, which can drive it to competitive advantage. B.P.M. is also a concept which leads to better organised systems and can help companies in transition economies to perform better. The purpose of this paper is to compare B.P.M. practice in Slovenia and Serbia in order to formulate recommendations for companies in transition economies. The survey was carried out in 115 representatives of Slovene companies and 91 Serbian companies in the year 2014. The conclusions and recommendation for B.P.M. implementation in transition economies were drawn upon similarities in B.P.M. practice between Serbian and Slovenian companies. In addition, the differences in B.P.M. practice were analysed in order to identify the ways one country can learn from the experience of the other. The results from Slovenia and Serbia from 2014 are interesting for both countries from the perspective of how B.P.M. practice could be further developed in Slovenia and Serbia. The findings have significant managerial implications, as they will help managers to better understand the key factors for successful B.P.M. implementation transitional countries companies.
Purpose - The aim of this paper is to investigate whether protection of core capabilities requires a greater level of control, i.e. ownership, even if it is at the cost of lower flexibility. Despite ...the significant research interest in equity alliances, knowledge of strategic orientation of acquiring companies is still incomplete.Design methodology approach - The study examines two main generic organizational forms, hierarchy and market, their benefits and threats for acquiring companies while protecting their core capabilities in equity alliances.Findings - The protection of core capabilities is becoming an important strategic objective in the processes of forging equity alliances which are based on ownership and legal relationships. Ownership brings more control over core capabilities which mean competitive advantage through hierarchical organizational structure on the one hand but less flexibility as otherwise benefited in market organizational structure on the other.Research limitations implications - Further studies are required in order to corroborate the assessment of presented organizational forms and to explore these relationships over a longer period of time.Practical implications - The topic is relevant for designing strategies in acquiring companies or those companies becoming a part of global networks. Better understanding of strategic orientation and concept of control could significantly enhance the success rate in M&A activity.Originality value - The paper explores as to when and why a certain organizational structure, hierarchy or market, is the preferred one for companies. This paper intends to give executives practical, hands-on advice for conducting M&A activity.
PDF
