Metrika

  • citati u SCIndeksu: 0
  • citati u CrossRef-u:0
  • citati u Google Scholaru:[]
  • posete u poslednjih 30 dana:31
  • preuzimanja u poslednjih 30 dana:14

Sadržaj

članak: 1 od 68  
Back povratak na rezultate
2021, vol. 7, br. 1, str. 7-35
Aktivnosti i karakteristike menadžera u funkciji unapređenja strategijskog delovanja preduzeća
aTehnička škola, Beograd
bVisoka škola akademskih studija "Dositej", Beograd

e-adresatehnickadositej@gmail.com, cvjetkovicm@gmail.com, zojo30@yahoo.com, marija.kalinic88@gmail.com
Ključne reči: komunikacija; inovativnost; fleksibilnost; strategijsko delovanje; konkurentnost
Sažetak
Rad se bavi analizom uloge aktivnosti i karakteristika menadžera kao faktora unapređenja strategijskog delovanja preduzeća. Istraživanjem je obuhvaćeno 327 menadžera različitih nivoa koji su zaposleni u preduzećima koja posluju na teritoriji Republike Srbije. Korelacionom analizom potvrđene su statistički značajne relacije između posmatranih varijabli aktivnosti i karakteristika menadžera i varijabli strategijsko delovanje. Regresionom metodom utvrđeno je da varijable komunikacija i inovativnost i fleksibilnost imaju najveći uticaj na sve analizirane varijable strategijsko delovanje, dok varijable aktivnosti i karakteristike menadžera najveći značaj imaju na varijable strategijsko odlučivanje i kvalitet vizije i misije. Cilj prikazanog istraživanja ogleda se u tome da se ukaže na značaj aktivnosti i karakteristika menadžera koji imaju u unapređenju poslovanja, pre svega kroz strateško delovanje, i da one mogu biti ključne za poboljšanje tržišnog i konkurentnog položaja preduzeća.
Reference
Aaker, D. (2009) Strategic Market Management. Chichester: Wiley, 9th ed
Batt, R., Colvin, A.J.S. (2011) An Employment Systems Approach to Turnover: Human Resources Practices, Quits, Dismissals, and Performance. Academy of Management Journal, 54(4): 695-717
Bhuian, S.N., Menguc, B., Bell, S.J. (2005) Just entrepreneurial enough: The moderating effect of entrepreneurship on the relationship between market orientation and performance. Journal of Business Research, 58(1): 9-17
Boudreau, J.W., Ramstad, P.M. (2005) Talentship, talent segmentation, and sustainability: A new HR decision science paradigm for a new strategy definition. Human Resource Management, 44(2): 129-136
Carmeli, A., Schaubroeck, J. (2005) How leveraging human resource capital with its competitive distinctiveness enhances the performance of commercial and public organizations. Human Resource Management, 44(4): 391-412
Cvjetković, M. (2015) Knowledge and quality as the factors of the business operations and competitiveness promotion: Research results from Serbia. Industrija, vol. 43, br. 2, str. 53-72
Dharmasiri, A.S. (2009) Strategic orientation of HR managers in commercial banks in South Asia. International review of Business Research, 5(6): 1-21
Đuričin, D., Janošević, S. (2009) Strategijska analiza ljudskih resursa. Ekonomske teme, vol. 47, br. 1, str. 1-46
Ferraresi, A.A., Quandt, C.O., dos Santos, S.A., Frega, J.R. (2012) Knowledge management and strategic orientation: Leveraging innovativeness and performance. Journal of Knowledge Management, 16(5): 688-701
Green, K.W., Wu, C., Whitten, D., Medlin, B.B. (2006) The impact of strategic human resource management on firm performance and HR professionals' work attitude and work performance. International Journal of Human Resource Management, 17(4): 559-579
Hult, G.T., Hurley, R.F., Knight, G.A. (2004) Innovativeness: Its antecedents and impact on business performance. Industrial Marketing Management, vol. 33, str. 429-438
Lawler, E.E., Levenson, A., Boudreau, J.W. (2004) HR metrics and analytics: Use and impact. Human Resource Planning, 27, (4): 27-35
Lengnick-Hall, C.A., Beck, T.E., Lengnick-Hall, M.L. (2011) Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 21(3): 243-255
Lopez-Cabrales, A., Valle, R., Herrero, I.I. (2006) The contribution of core employees to organizational capabilities and efficiency. Human Resource Management, 45(1): 81-109
Manickavasagam, J. (2006) Human resources development strategy. u: Mann C., Gotz K. [ur.] Borderless business, Westport, CT: Praeger, pp: 107-122
Mihajlović, M., Dašić, M. (2009) Menadžment znanja kao faktor povećanja efikasnosti organizacije. Oditor, Beograd, Centar za ekonomska i finansijska istraživanja, 09, str. 33-36
Nikandrou, I., Papalexandris, N.N. (2007) The impact of M&A experience on strategic HRM practices and organisational effectiveness: Evidence from Greek firms. Human Resource Management Journal, 17(2): 155-177
Ostroff, C., Bowen, D.E. (2000) Moving HR to a higher level: HR practices and organizational effectiveness. u: Klein J., Kozlowski S.W. [ur.] Multilevel theory, research, and methods in organizations, San Francisco, CA: Jossey-Bass, 211-266
Paauwe, J., Boselie, P.P. (2005) HRM and performance: What next?. Human Resource Management Journal, 15(4): 68-83
Prdić, N. (2017) Konkurentska prednost preduzeća na osnovu benčmarking analize poslovanja. Oditor - časopis za Menadžment, finansije i pravo, vol. 3, br. 3, str. 107-117
Sels, L., de Winne, S., Maes, J., Delmotte, J., Faems, D., Forrier, A.A. (2006) Unravelling the HRM-Performance Link: Value-Creating and Cost-Increasing Effects of Small Business HRM. Journal of Management Studies, 43(2): 319-342
Skalik, J. (2016) Strategic orientation in change management and using it when designing a company's development. Management, 20(1): 197-210
Stevanović, T. (2009) Uticaj organizacione kulture na formulisanje strategije preduzeća. Ekonomske teme / Economic Themes, vol. 47, br. 2, str. 143-151
 

O članku

jezik rada: srpski, engleski
vrsta rada: izvorni naučni članak
DOI: 10.5937/Oditor2101007C
primljen: 10.11.2020.
prihvaćen: 21.01.2021.
objavljen u SCIndeksu: 29.04.2021.
Creative Commons License 4.0