Exploring the use of 25 leading business practices in transitioning market supply chains

Purpose - In the global economy, managers of organizations are constantly innovating with their use of available supply chain management tools. Some tools, like strategic planning and customer segmentation, have gained strong global acceptance while others are less universal. In this study, we focus our contribution on the organizational factors that predict firm usage of supply chain management tools in two Eastern Europe countries, Slovenia and Croatia, while also comparing them to the global use of similar management tools. Design/methodology/approach - This research provides an empirical analysis of supply chain management tool usage from a survey of 155 firms in Slovenia and 185 firms in Croatia while also comparing these findings to results from a global Bain & Company survey. Findings - The 25 most commonly used supply chain management tools in our Eastern European survey were found to be relatively similar to those used across Europe and North America. However, further analysis of five selected tools reveals important differences. Evidence is found to support that particular organizational factors have a significant influence on supply chain management tool usage, of specific importance is the education level of the organization manager. Research limitations/implications - The research study is limited to the research question, selective literature review, and survey sample from Eastern Europe. Practical implications - As firms assess their supply chain management tool usage, the findings presented here might serve as a guide to improve their understanding of why organization managers employ particular tools more consistently than others. Originality/value - The findings are useful for business practice in understanding the influences of organizational factors on supply chain management tool usage. Also, the research is original as previous management literature has not provided a similar approach to researching management tools and their usage

Communist footprint and subordinate influence behavior in post-communist transition economies

How does length of exposure to communism, the communist footprint, affect individuals' influence behaviors at work today? While imprinting theory has debated how exposure/lack thereof to communism—communist imprint—affects individuals, it has disregarded the exposure's length. We show that the shorter the communist footprint, the less negative professionals are toward organizationally constructive influence behaviors, and that individuals with longer communist footprints at higher-level position levels do not approve of organizationally destructive behaviors as much as their lower-level counterparts. We thus show that the continuous communist footprint provides a better understanding of work behaviors today than the dichotomous communist imprint

How university’s activities support the development of students’ entrepreneurial abilities: case of Slovenia and Croatia

The paper reports how the offered university activities support the development of students’ entrepreneurship abilities. Data were collected from 306 students from Slovenian and 609 students from Croatian universities. The study reduces the gap between theoretical researches about the academic entrepreneurship education and individual empirical studies about the student’s estimation of the offered academic activities for development of their entrepreneurial abilities. The empirical research revealed differences in Slovenian and Croatian students’ perception about (a) needed academic activities and (b) significance of the offered university activities, for the development of their entrepreneurial abilities. Additionally, the results reveal that the impact of students’ gender and study level on their perception about the importance of the offered academic activities is not significant for most of the considered activities. The main practical implication is focused on further improvement of universities’ entrepreneurship education programs through selection and utilization of activities which can fill in the recognized gaps between the students’ needed and the offered academic activities for the development of students’ entrepreneurial abilities

Ethical preferences for influencing superiors: A 41-society study

With a 41-society sample of 9990 managers and professionals, we used hierarchical linear modeling to investigate the impact of both macro-level and micro-level predictors on subordinate influence ethics. While we found that both macro-level and micro-level predictors contributed to the model definition, we also found global agreement for a subordinate influence ethics hierarchy. Thus our findings provide evidence that developing a global model of subordinate ethics is possible, and should be based upon multiple criteria and multilevel variables

Complexity Theory for a New Managerial Paradigm: A Research Framework

In this work, we supply a theoretical framework of how organizations can embed complexity management and sustainable development into their policies and actions. The proposed framework may lead to a new management paradigm, attempting to link the main concepts of complexity theory, change management, knowledge management, sustainable development, and cybernetics. We highlight how the processes of organizational change have occurred as a result of the move to adapt to the changes in the various global and international business environments and how this transformation has led to the shift toward the present innovation economy. We also point how organizational change needs to deal with sustainability, so that the change may be consistent with present needs, without compromising the future

Societal-level versus individual-level predictions of ethical behavior: a 48-society study of collectivism and individualism

Is the societal-level of analysis sufficient today to understand the values of those in the global workforce? Or are individual-level analyses more appropriate for assessing the influence of values on ethical behaviors across country workforces? Using multi-level analyses for a 48-society sample, we test the utility of both the societal-level and individual-level dimensions of collectivism and individualism values for predicting ethical behaviors of business professionals. Our values-based behavioral analysis indicates that values at the individual-level make a more significant contribution to explaining variance in ethical behaviors than do values at the societal-level. Implicitly, our findings question the soundness of using societal-level values measures. Implications for international business research are discussed

Current and future use of management tools

This paper examines the use of management tools among Slovenian and Croatian employees, with the main focus on linkages between the current use of management tools and patterns of its future use. The authors developed and tested a model for predicting the future use of management tools based on the current use of tools by employees in organizations, underlying assumptions of the theory of planned behavior and the information-perception-behavior link. Descriptive statistics suggest that there are differences in management tools use patterns among Slovenian and Croatian employees. Among the most used tools, employees in both countries signi fi cantly and differently use (especially) outsourcing, mission and vision statements, knowledge management, total quality management, and customer segmentation. Using structural equation modeling for testing the proposed relations in the developed model on samples of Slovenian and Croatian employees reveals that the current use of tools plays an important role in predicting the future use of tools in Slovenian organizations, while linkages for the Croatian sample are rather insigni fi cant. More speci fi cally, the current use of management tools has a positive in fl uence on the future use of management tools, while the impact of the current percentage of satis fi ed users with management tools is very weak. Further, a comparison of results with international data reveals differences in the patterns of management tools use between former catching up countries (studied are two former transition economies) and economies with a longer tradition in the market economy. Based on the current state of management tools use, linkages between their current and future use, and patterns of tools use in high-developed economies, the authors speculate about the future pattern of management tools use in catching up countries based on experiences from high-developed market economies. Those assumptions represent a building block for boosting the use of management tools in organizations in catching up economies, and thus helping those organizations to reduce the gap between them and most developed organizations

Personal values as predictors of managers’ innovativeness – from theory to practice

This paper reports on examination of associations between personal values and personal innovativeness among managers in organizations. Study draws upon the innovations and behavior theories and analyzes answers of 405 managers from Slovenia and Austria. The results of this study revealed strong and positive impact of openness to change and weak positive impact of self-transcendence values on manager’s innovativeness, what is in accordance with theoretical presumptions. Surprisingly, conservation values also support manager’s innovativeness, although these values are not recognized as supportive for innovativeness in previous studies. Oppositely, self-enhancing values strongly and negatively impact on manager’s innovativeness. In terms of control variables, results disclose significant associations between manager’s positions, organizational size and country of origins and attained manager’s innovativeness. Conceptual implications indicate a need for additional study of cause-and-effects relationships between changing of personal values and personal innovativeness of individual managers. Practical implications outline complementary actions for development of personal values, awareness about importance of personal values among managers, and attention to personal values’ in decisions of managers