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The paper analyses a situation where the efficient public procurement legislative framework formally exists, but in practice, the process does not work as planned. The data were gathered from one hundred contracting authorities in the Republic of Serbia, based on a nationwide survey conducted on public procurement officers (PPOs) and end-users (ENUs) in all contracting authorities. We propose a model for measuring organisational discrepancies and classifying public procurement processes (PPP) into one of four organisational patterns, based on organisational decision-making authority and focused on goals and principles. The Mann-Whitney U (MWU) test was used to test the independent responses from two hundred PPOs and ENUs on the items - who works, who is accountable, and who has benefits, for seven key public procurement activities. The statistical analysis shows that the public procurement process in Serbia can be classified as a process with centralised organisational decision-making authority, focused on form, with demotivated public procurement officers. The efforts for further improvement of the legislation are not expected to reach their full potential until solving organisational structure, reward system, environment, and culture issues.

This paper can be considered as a brief answer to an old research question. Why do researchers need new statistical instruments based on geometric science? In the introduction, one can find some detailed significances, questions, premises, and hypotheses of the article's research redistributed in the logic of the section, as only a reminder can do it. There are no mandatory access conditions equivalent to "Let no one ignorant of geometry enter here" from the portal of Plato' s Academy during the literature review of index numbers (IN) or the index numbers method (INM). The originality of a geometric area index number (GAIN) and the simple description of a statistical instrument are the main characteristics of the next section, which is dedicated to its methodology and data. Therefore, this original statistical model of a classical index number is placed in a continuous changing of geometric coordinates and surfaces, caused by alternate states of disequilibrium and equilibrium in macroeconomic life or existence. Whenever the statistical index method has been considered a dead or obsolete solution, this false conclusion has been because it was conceived without its innovative history and multidimensional mathematical perspective. The complex structure of the article also required a section dedicated to practical approaches through macroeconomic indices systems. In the context of dynamic imbalances, this aspect limits the selective options of the new concept of a statistical model of a geometric area index to several inscribable but also regular polygons ("n-gons") at the same time. These polygons take on stellar shapes as soon as they capture real dynamics by ensuring a significant degree of coverage of simultaneous evolutions. In the pragmatic section of results and discussions, the new statistical model of the geometric area index is built essentially not only as a new type of statistical-mathematical approach to complex and associated or correlated aggregative vari

The purpose of this paper is to provide an insight into the structural, cultural and relationship changes among the organisations engaged during high-impact low-frequency events. Our binary basis variable was calculated from the level of engagement in high-impact low-frequency events throughout the Western Balkans area. Furthermore, the findings presented in this paper are based on empirical data obtained through questionnaires among the firefighters, mountain rescue squads, Red Cross, as well as some military and police personnel. Questionnaire respondents were selected due to their engagement during the high-impact low frequency events in the Western Balkan area. Finally, the data analysis revealed that changes in the structure, culture and organisational relationships significantly differ among organisations related to the level of engagement. It shows us a minor change in organisations that engaged less than 25 per cent of personnel during high-impact low-frequency events. In that regard, the paper adds a new value to the expansion and deepening of the existing opus of the literature in the field of Emergency Management and a unique point to the understanding of organisational learning from emergencies and organisational change.

This paper proposes a tool for objective evaluation of organisations' information and communication technologies (ICT) infrastructure development level: Composite Indicator of the Organisational Information and Communication Infrastructure-CIOICTI. Based on separate research in 68 different companies, it aggregates hardware, software and humanware aspects of ICT development in organisations, especially valuing companies with synergetic aspects. It consists of six linear and non-linear indicator components, each designed to evaluate one specific aspect of ICT development, based on the weighted sum principle. The proposed CIOICTI examines ICT infrastructure as a necessary but not sufficient condition for successful ICT usage in business performance improvement. The obtained CIOICTI values are summarised in the distribution and tested for normality. Results are tested on the data from observed companies, averaged according to company size and industry and benchmarked. The proposed composite indicator can be used as an objective tool for researchers and practitioners to assess the level of ICT development for benchmarking with other companies, planning organisational changes or assessing infrastructural requirements for planning and implementation of ICT related projects in a business organisation.

Disertacija predstavlja rezultat višegodišnjeg naučno-istraživačkog i praktičnog rada. U svom prvom delu, disertacija obuhvata pregled dostupne literature iz oblasti daunsajzinga. Posebna pažnja je posvećena tačnom definisanju pojma daunsajzing i jasnom razlikovanju od drugih koncepata koji se vezuju za organizacione promene. Prikazano je različito shvatanje daunsajzinga među istraživačima, pre svega u pogledu obuhvata i pitanja da li se odnosi samo na organizacione promene koje se direktno tiču smanjenja broja zaposlenih, ili na organizacione promene koje imaju za cilj generalno smanjenje troškova i povećanje efikasnosti. Daunsajzing je u disertaciji posmatran holistički, kao koncept i organizaciona promena koja ima svoje uzroke i posledice. Mnogobrojni uzroci mogu dovesti do daunsajzinga. Pregled uzroka dat u disertaciji, bez obzira da li se radi o uzrocima iz okruženja organizacije ili o internim uzrocima, ukazuje na značaj teme, odnosno ukazuje na to da će daunsajzing uvek biti sastavni deo poslovanja. Posebno poglavlje u okviru pregleda relevantne literature je posvećeno samom procesu daunsajzinga, gde je daunsajzing analiziran kroz različite pristupe, ali i kroz konkretne strategije i taktike za sprovođenje daunsajzinga, na čemu je postavljena teorijska osnova kasnijeg istraživanja, koje je u središtu ciljeva i naučnih doprinosa disertacije. Iako literatura obiluje radovima i istraživanjima koja se odnose na koncepte organizacione pravednosti prilikom daunsajzinga, razmatrajući sve njene elemente, ipak postoje određeni istraživački jazovi. Utvrđeno je da nije bilo istraživanja koja su u svom fokusu imala način na koji je donošena odluka o potrebnom broju zaposlenih u organizaciji ili organizacionoj jedinici. Drugim rečima, istraživanja se nisu bavila odlukom koliko ljudi u daunsajzingu treba da ostane bez posla, već je u kontekstu sprovođenja daunsajzinga fokus bio na odluci ko treba da ostane bez posla. Na osnovu toga je postavljeno opšte istraživačko pitanje, The dissertation is the result of many years of scientific research and practical work. In its first part, the dissertation includes a review of the available literature in the field of downsizing. Special attention is paid to the precise definition of the term downsizing and a clear distinction from other concepts related to organizational change. A different comprehension of downsizing among researchers is presented, considering its scope and the question whether it refers only to organizational changes directly related to staff reductions, or to organizational changes that have the aim to generally reduce costs and increase efficiency. In this dissertation downsizing is viewed holistically, as a concept and organizational change that has its causes and consequences. Numerous causes can lead to downsizing, and an overview of the causes given in the dissertation, regardless of whether they are causes from the organization's environment or internal causes, indicates the importance of the topic, i.e. indicates that downsizing will always be an integral part of business. Within the review of relevant literature a special chapter is dedicated to the essence of the downsizing process, where downsizing is analyzed through different approaches to downsizing, but also through specific strategies and tactics for conducting downsizing, on which the theoretical basis of later research is laid, representing the center of the goals and scientific contributions of the dissertation. Although the literature abounds with papers and research related to the concepts of organizational justice in downsizing, considering all its elements, there are still certain research gaps. It was determined that there was no research that focused on the way the decision on the required number of employees in the organization or organizational unit was made. In other words, the focus of the research was not on the decision on how many employees should lose their jobs through downsizing, but rather on

Zapažena niska stopa uspešnosti organizacionih promena, složeno i neizvesno poslovno okruženje nameću rastuću potrebu za preispitivanjem, razvojem, integracijom i usvajanjem odgovarajućih pristupa, modela, alatki i softverskih rešenja u oblasti upravljanja organizacionim promenama, kako bi se stvorila očekivana vrednost za poslovanje. U lepezi problema sa kojima se menadžeri suočavaju danas, otvara se i značajno pitanje predviđanja uspešnosti organizacionih promena koje se, u najvećoj meri, zasniva na subjektivnim procenama, što predstavlja značajan hendikep prilikom upravljanja promenama u turbulentnom i neizvesnom okruženju, punom značajnih transformacija. Takav hendikep može da proizvede nenadoknadive gubitke za organizaciju. Imajući to u vidu, centralni problem koji se razmatra u ovom radu je ispitivanje mogućnosti predviđanja uspešnosti organizacionih promena kvantifikacijom Bekard i Harisovog modela. Konceptualni Bekard i Harisov model ne sadrži razrađene komponente merenja i kontrole, koji predstavljaju ključ za upravljanje organizacionim promenama, iz čega se pojavila potreba za daljim ispitivanjem modela. Ova studija ima dvostruki cilj. Naučni cilj ovog istraživačkog poduhvata je proširenje i produbljivanje saznanja u oblasti upravljanja organizacionim promenama uspostavljanjem veza i kauzalnih odnosa u modelu, kojima se ispituje uspešnost organizacionih promena. Očekivani nivo saznanja je da se dostigne nivo klasifikacije i objašnjenja. Klasifikacija ima za cilj da pronađe eksplicitna obeležja proučavanog fenomena na osnovu kojih se može doći do najvećih koristi za dalju spoznaju. Naučno objašnjenje ima za cilj da objasni fenomen istraživanja utvrđivanjem povezanosti sa relevantnim varijablama, kao i da istraži uzroke koji mogu dovesti do zaključaka uzročno-posledičnih odnosa na konačan ishod koji u ovoj studiji predstavlja predviđanje uspešnosti organizacionih promena. Studija ima nameru da omogući kvantitativno predviđanje u oblasti upravljanja organizac, Notable low success rate of organizational changes, complex and uncertain business environment imposes a growing need for examing, developing, integrating and adopting appropriate approaches, models, tools and software solutions in the area of organizational change management aiming at creating an expected value for business. In addition to the challenges managers are faced with nowadays, significant issue refers to prediction of organizational change success, that is to a great extend founded on subjective assessments, and as such represents a major limitation to managing change process in today's highly turbulent and uncertain business environment, characterized by significant transformations. With that in mind, it represents key concern that can create irreparable costs for an organization. Taking all into account, the central problem that the dissertation considers is to examine the possibility of predicting an organizational change success using quantitative Beckhard and Harris's model. The conceptual Beckhard and Harris's model does not contain elaborated components of measurement and control that represent key dimensions for organizational change management, resulting in the need for further model verification. This study has twofold objective. The scientific objective of this research paper is to extend and deepen theoritical fund in the organizational change management area by establishing correlations and causal relationships in the model, examining the prediction of organizational change success. The expected level of cognition is to achieve the degree of classification and explanation. The degree of classification aims at finding explicit characteristics of the research phenomenon, based on which greatest value can be achieved in further intellection. The degree of scientific explanation aims to explain research phenomenon by determining the relationship among relevant variables, as well as to explore the causality that can result into conclusions of the

The objective of this study is to propose a model including antecedents of student Heavy Work Investment (HWI) and burnout based on the model developed by Snir and Harpaz (2012). Our data source was the survey of 1,640 students of the University of Belgrade. Student HWI is evaluated through its two dimensions, time commitment and work intensity, and student burnout through its four dimensions: personal, studies-related, teachers-related and colleagues-related burnout. The antecedents or predictor variables are chosen in the wake of prior research, being categorised into three groups internal/dispositional (student work engagement), external/situational (perceived course load, tuition payment source and achievement-related family pressure) and background (gender). The effect of HWI on student burnout is also examined. Our results are synthesized in a holistic model showing the direct effect of HWI-TC (time commitment) on HWI-WI (work intensity). Tuition payment source is shown to be the only common predictor for all the examined constructs, and HWI is shown to have negative consequences on all four dimensions of burnout. Eight model validity indices confirm the validity of the proposed model. In conclusion, our results can be used to develop the academic programmes with optimal estimated work investment, diminishing the chance of student burnout by calibrating work intensity and work engagement.

Purpose: This article elaborates method for downsizing/rightsizing in public sector enterprises, commonly burdened by the number of employees. Our goal was to develop an understandable, quantitative, objective, reliable and efficient method. Design/methodology/approach: The method design criteria were practical applicability, minimisation of subjectivity and maximisation of procedural justice. Our approach analyses performance indicators, and the amount of invested work, computing variability of the productivity time-series in the observed period. Excessive variation of ratio between performance indicators and amount of invested work indicate downsizing/rightsizing needs, as explained in the article. Method is based on internal benchmarking and thus in the first iteration it gives larger headcount estimation than comparison with industrial leaders, or best public enterprises, but it converges towards optimal headcount in the longer time span with more iterations. Main findings: This method has been applied in 21 different public sector organisation during the successful processes of downsizing/rightsizing, which identified a total of 1 819 redundant workers among 18 806 total employees. After the implementation of our method, we found that the application was the first successful massive downsizing program in that group of enterprises after more than five decades. Originality/value: A novel approach to analyse performance indicator as a measure to estimate downsizing/rightsizing goals. Conclusions/Recommendations: With such trait, it is appropriate as the first step in convergence toward the optimal number of employees. The lateral output of our method is that it demonstrates care about employee performance, tracks it and observes inconsistencies, and it offers a chance to employees to increase productivity in order to avoid downsizing.

Interna komunikacija u organizacijama predstavlja osnovu svih radnih procesa. Poverenje u komunikacionom procesu doprinosi uspešnijim i kvalitetnijim rezultatima rada, utičući na organizaciono ponašanje i poslovne performanse i posebno radno angažovanje. Uspostavljanje komunikacije zasnovane na poverenju se smatra jednim od najvažnijih ciljeva, posebno kada su u pitanju timski rad, rad sa novim tehnologijama i pre svega stil upravljanja. U radu se analiziraju rezultati istraživanja interne komunikacije, poverenja i radnog angažovanja u organizacijama različitog tipa i vlasničkog statusa i njihova međusobna povezanost koja utiče na radno ponašanje zaposlenih., Internal communication in organizations represents the basis of all working processes. Trust in the communication process contributes to more successful and efficient work results, influencing organizational behavior and work performance, and a particular - work engagement. Establishing trust-based communication is considered to be one of the most important goals, especially when it comes to teamwork, working with new technologies and, above all, management style. The thesis analyzes the results of the research of internal communication, trust and work engagement in organizations of different type and ownership status and their interconnectedness that influences the working behavior of employees.

Traditional approaches to outsourcing are commonly biased towards the outsourcing decision and consequently become a self-fulfilling prophecy. Departments destined for outsourcing are picked by management with prejudice as the least valuable with little or no regard to their features and place in the internal organizational network Therefore, moving away from value chain to the analysis of relations between organizational units can aid managers better in the decision-making process. We propose extension of De Boer, Gaytan & Arroyo algorithm. Our study is based on the in-depth study of organizational process, existing literature and specific case of outsourcing. Our conclusion is that the analysis of insourcing before the outsourcing decision is needed and we propose a set of questions before the outsourcing decision is made.

This study was developed with the aim to propose quantitative decision-making model in organizational change management, which is based on change equation application in real time, as an emerging ecosystem that should be further adopted in change management practice to create value in complex decision making and at the same time to increase change success. The paper opted for an integrated qualitative and quantitative research methods, based on empirical data collection. Sampling frame includes respondents from fourteen different industries in South-East Europe. Data analyses were carried out in three main phases using proven statistical methods. Based on the results, general hypothesis introduced in the study is supported. In other words, successful change occurs when the product of all three variables, i.e. D, V and F is higher than resistance to change, and vice versa. Also, research results show that change equation can successfully predict change outcome and explain a portion of change success variability. Finally, research findings indicate that the model should be revised and further developed. Research limitations are determined by significant variance in the model that may result of situational factors. Also, the research was based on a relatively limited sample and focused only on data collection from South-East Europe. Despite its limitations, this study can contribute both to theorists and practitioners. First, the paper contributes to the change management theory, business decision-making theory, organizational development theory and the behavioral theory. Second, the paper can contribute to strategic managers, change leaders, change agents and consultants who deal with change management by adopting the upgraded change model that can be applied in all phases of change process, including measurement of the change outcome.

The smart city represents a frequently elaborated concept which however comes short in delivering a consistent definition. Nevertheless, almost every description has always been oriented to its technological component, sustainable development policies, and enabling high capacities for learning and innovation. Moreover, the smart city aims at connecting people, information and other city elements using state-of-the-art technologies. As a result, it creates a sustainable, greener city, pushes forward competitive and innovative commerce, and increases overall life quality. The integrated view of a smart city underlines it does not operate in isolation, which is why every subsystem of a city needs to develop its smart component. A wide range of rankings is used to determine the smartness of cities by mapping out the pros and cons of each analysed city. As the way to integrate various indicators into one value which will represent the rank, a composite index approach is most frequently used. Still, composite indexes are usually formed using the equal weight approach, which is heavily criticised in current literature. In this paper, we try to provide added value to the Smart City Index by implementing the statistical post hoc I-distance approach. The procedure enables us to shed some additional light on the issue of sensitivity of cities' rank. The application of post hoc I-distance defines indicators which are most significant for the ranking process. It consequently empowers city decision-makers to improve their performance, with a focus on those particular indicators.

Интрапредузетништво представља стручни и практични феномен за унапређење пословања углавном у великим предузећима. Дефиниција интрапредузетништва указује на процес који се одвија унутар постојећег предузећа и утиче, на појаву не само нових пословних делатности и активности, већ и на унапређење постојећих производа и услуга, технологија и организационих процеса и административних процедура, као и пословних стратегија и конкурентског положаја предузећа у оквиру привредне гране. Феномен интрапредузетништва подразумева да сваки запослени поседује одређену креативност, коју је потребно подстаћи како би предузеће имало користи од нових пословних активности. Подстицај и развој интрапредузетништва зависи од међусобне усаглашености организационих елемената, од индивидуалних предузетничких ставова, мотива запослених и пословног окружења. Интрапредузетништво је афирмацију у јавном сектору стекло када је примећено да државна предузећа добро обављају своју основну делатност − обезбеђивање роизвода и услуга из јавних добара − поштујући трајност и одрживост ресурса повереног на управљање. Концепт интрапредузетништва временом је еволуирао, па се у савременој литератури користе термини „интра-корпоративно предузетништво, предузетничка оријентација, као и корпоративно предузетништво“. Први покушаји развоја интрапредузетништва у шумарству, везују се за 1994. годину и пројекте унапређења пословања у америчкој државној шумарској агенцији, што је омогућило већу продуктивност запослених. Основна идеја интрапредузетништва садржана је у потреби да се задовоље захтеви друштва и обезбеди доступност и трајност производа и услуга из јавних добара. Унапређење пословања предузећа заснованог на интрапредузетништву више се не посматра само кроз финансијске показатеље, већ и путем понуде нових или унапређених производа и услуга из шумских екосистема, који често немају тржишну вредност..., Intrapreneurship is a professional and practical phenomenon of business improvement mainly in large enterprises. The definition of intrapreneurship indicates that it is a process that takes place within an existing enterprise and affects not only the emergence of new business activities and practices, but also the improvement of existing products and services, technologies, organizational processes and administrative procedures, as well as business strategies and a competitive position of the company within a certain industry. The phenomenon of intrapreneurship implies that every employee has a certain creativity, which needs to be encouraged in order for the company to benefit from new business activities. The encouragement and development of intrapreneurship depend on the compliance of organizational elements, while they are also influenced by individual employee entrepreneurial attitudes and motives and the business environment. Intrapreneurship gained affirmation in the public sector, when it was observed that state-owned enterprises, whose main activity is to provide goods and services of public resources, perform their activities well, respecting the continuity and sustainability of resources entrusted to them for management. The concept of intrapreneurship has evolved over time, so the terms intra-corporate entrepreneurship, entrepreneurial orientation, and corporate entrepreneurship are now used in literature. The first attempts of intrapreneurship development in forestr sector date back to 1994 and project Enterprise Team System in United States Forest Service, which increased the productivity of employees. The basic idea of intrapreneurship is reflected in the need to meet the demands of society and ensure the availability and sustainability of goods and services from public resources. The improvement of business practices based on intrapreneurship is no longer seen only through financial indicators, but also through the offer of new or improved products a

U okviru rapidno evolutivnog i konkurentnog poslovanja, kompanije i njihov menadžment, prinuđeni su na brzu adaptaciju tržišnih promena i usredsređenje na stvaranje nove vrednosti te ostvarenja maksimizacije povraćaja ulaganja u znanje i tehnologiju. Kompanije i njihov menadžment su u potrazi za tehnologijama i znanjem koji bi preoblikovali model poslovanja i povećali konkurentnost. Menadžement nastoji iskoristiti snagu savremenih tehnologija i koncepata poslovanja, te nalaženjem najbolje primene informacionih tehnologija i Interneta u poslovanju u cilju povećanja produktivnosti, efikasnosti i efektivnosti poslovanja..., With rapidly evolving and competitive market situation, companies and their management are forced to a fast adaptation to the market changes and hence to focus on discovering ways of creating new value and maximizing the return on investments in knowledge and technology. Companies and their management are looking for technologies and knowledge that will change the way they are doing business and ensure increased competitiveness on the global markets. Management is trying to leverage the potential technologies available, aware of the necessity of implementing ICT and the Internet in their business in order to increase their productivity, efficiency and effectiveness...

The ideation process has a great impact on the success of innovation projects, given that innovation is development and implementation of new ideas. Ideation is often identified as a key component of the "fuzzy front end", and recognized as one of the highest leverage points for a firm. Today's democratizing innovation has led to a situation that the best ideas for new products and services no longer originate only from companies' staff. Instead, they come from almost anywhere and anyone. By opening up the ideation phase in the digital era, companies actually open their doors to external experts and solution-providers, searching for new partners and new technologies to incorporate into their existing products and services. Having this in mind, the goal of this study is to propose an integrated approach to collaboration in the phase of ideation, which would be in line with the concept of open innovation and supported by an appropriate business model. Accordingly, this paper enables understanding of how game-based ideation fits into innovation models; how games are incorporated into ideation processes; how games affect creativity and the nurture of ideas; how to develop a sustainable business model for this concept; and how to implement it in a real-life business environment.

This study analyses how important is the influence of the procedure type and a number of received bids on the duration of the public procedure process. Efficiency and speed of public procurement process diminish inventory turnaround times, direct and indirect costs of procurement, hastens and improves manageability of core processes in the organizations obliged to the public procurement process. Our study focuses on the quantitative analysis of the influence of the procedural public procurement framework mostly determined by the central government, and describes potential other factors of efficiency which can be influenced at the local level. Dataset was obtained from the Public procurement Office of Serbia, and it included 42,850 cases of public procurement after the correction of missing and "dirty" data. Using statistical methods we have presented two linear models, where the type of procedure and number of received bids account for roughly 23% of the variability in the dependent variable. This paper provides suggestions for improvement of efficiency of public procurement, as well as for data that needs to be tracked to develop more comprehensive, accurate and reliable prediction model of the duration of the public procurement process.

The aim of this paper is to show organizational perceptions and behaviours regarding proactive search for consultancy services. Management consulting is operating primarily through the analysis of perceived and existing organizational problems, but on the other hand it could be considered as a creation of value for organizations through the application of knowledge, techniques and, assets to improve organizational performance which is in the unknown and hidden potential part of organizational Johari window. Perceptions of organization are shown through managers and consultants perceptions survey in southeast Europe region. From the other side as an empirical base of real managerial behaviours there is a database of companies which had been proactively asking for consultancy services in southeast Europe region. This research is based on Adizes Institute database, which is the reason we have introduced the Adizes Corporate Lifecycle model theory. We will show the difference of perceptions at what stage in lifecycle organizations should engage consultant help and reality, when companies actually do that. We will use data analysis results to discuss whether timing when organizations decide to proactively engage consultants is the right time for such engagement.

This paper surveys perception bias regarding the timing of proactive consultant engagement. It aims to improve the efficiency and effectiveness of consultant engagement. Research is based on the primary dataset from South Eastern Europe and the secondary dataset which is used for comparison as the real life cycle phase of consultant engagement. Adizes life cycle model provided our theoretical framework. After data were checked for normality, t-test was used for hypotheses confirmation/rejection. The T-test confirmed the existence of negative bias in early life cycle phases, onesamplet (118) =-16,232, p = 0.000. Significant differences were found for bias of early phases in organisations founded less than 25 years ago (M= -0.301, SD=0.22) and organisations founded more than 25 years ago (M= -0.396, SD=0.24); t(110)= 2.072, p=0.041; also, absolute bias in organisations founded less than 25 years ago (M=1.32, SD=0.27) and organisations founded more than 25 years ago (M=1.20, SD=0.31) is significantly different t(110)= -2.204, p=0.030. Significant differences were not found between early life cycle stages bias of consultants (M= -0.374, SD=0.26) and users of consulting services (M -0.368, SD=0.22); t(117)= 0.475, p=0.636 but absolute bias in organisations with less than 25 years of chronological age (M=1.32, SD=0.27) and organisations with more than 25 years of chronological age (M=1.20, SD=0.31) is significantly different t(117)=- 1.348, p=0.180. This research finds strong bias in estimation of life cycle phase as time for engagement of proactive consulting services. The timing for consultant engagement is not often correctly estimated by the users of the service, so those services can be engaged as preventive before issues arise in organisation and become a crisis at the tip of the organisational iceberg. The main limitations of our research are that we do not have true random sample and that data is from South Eastern Europe which limits broader generalization.

Purpose: This study aims to extend and deepen the understanding of whether customers of the banking sector of Serbia are ready for digital disruption - the phenomenon which significantly reshapes long successful business model and at the same time creates a new landscape of banking operations. The purpose of this paper is to research obstacles of internet-based technologies adoption in the banking sector of Serbia. Design/methodology/approach: The paper opted for a survey research method utilising a web-based questionnaire as a research instrument. The sampling frame consisted of the customers of 24 banks that operate in Serbia. Of the total asked customers to participate in the research study, 607 took part in it. Data were analysed in three main phases, using certified statistical methods. Findings: The study introduces several findings. First, the research results show that customers have equal preferences between traditional banking services and e-business services. This finding further indicates potential difficulties in adopting new forms of banking business model(s) that digital era imposes to banks for a significant number of users of banking services. Second, the study reveals the main reasons of why customers do not favour to use internet-based technologies in Serbia, which further facilitate the introduction of new strategies and measures toward finding effective solutions for both parties. Research/practical implications: The research findings address important implications to academics and managers in financial services to narrow the gap between digital pressures and customers' satisfaction, and to facilitate further development of business strategies towards sustainable competitiveness in the banking sector of Serbia. Originality/value: This study is based on primary data and original hypothesis for the observed environment. Analysed data help explain issues in the important field of readiness for evolving digital disruption, by exploring issues of int

Purpose: Purpose of this paper is to search for connection between national culture and organisational cultures, especially actual and preferred leadership styles, in SMEs in Serbia, a country with very high "Power Distance" dimension of national culture. Also, national culture influence is compared with globalisation as a way of collective programming. The focus is on the leadership style of the entrepreneurs, the degree of its acceptance among employees and how those styles correspond with national culture. Design/methodology/approach: This study analysis based on Hofstede methodology, using structured data about organizational culture dimensions. Data was collected using on-line questionnaire. Data in the sample consists of fifteen self-selected entrepreneurial SMEs in Serbia where measurement of their culture by the Hofstede methodology was negotiated. Descriptive statistics and cross-case comparisons were used discuss and propose conclusions. Findings: In the research, it is found out that SMEs in Serbia have organizational culture which does not support autocratic leadership style as actual one and that is not desirable one too. This is not the logical consequence under the influence of national culture which score high in two dimensions: Power Distance and Uncertainty Avoidance. The most dominant actual leadership style is consultative and it is also the most desired one. This implies that entrepreneurial orientation and constraints for being competitive in global market shifts the organizational culture into the direction where leadership styles and its acceptance question national culture influence. Research/practical implications: The outcomes are the overview of the dimensions of organizational culture in SMEs research study of 15 entrepreneurial companies. The most interesting outcome is identification of globalization effect on national culture in case of entrepreneurship in SMEs and shows unexpected contradictory of national culture dimension influence

Purpose: Entrepreneurial mind-set has been a topic of various research. Entrepreneurial curiosity has been related to some other constructs in entrepreneurial research, whereas the antecedents or the relation to the entrepreneur's demographics has yet not been investigated. We therefore test how gender, age and the level of education affect entrepreneurial curiosity. Design/methodology/approach: Since there is no previous research on which we could build hypotheses, we use three research questions; and explore if there is a difference in entrepreneurial curiosity depending on the gender, and the possible curvilinear relationships among age and entrepreneurial curiosity, and the level of education and entrepreneurial curiosity. Participants in this study were entrepreneurs from Serbia, from which we gathered data through the interviews, by using a survey in which they were questioned about their gender, age, level of education and on the variables composing entrepreneurial curiosity. Findings: The results show a difference in entrepreneurial curiosity based on gender, indicating that entrepreneurial curiosity was greater for women than men. Potential curvilinearity between age and entrepreneurial curiosity and the level of education and entrepreneurial curiosity was not confirmed due to the lack of statistical significance. Research/practical implications: The results of this study give better insights into the basic demographics' effect on entrepreneurial curiosity. The implications are foremost for the policy makers, investors and entrepreneurship researchers, so they can have better insights on whom the entrepreneurially curious ones are. Suggestions for further research are to continue investigating the antecedents of entrepreneurial curiosity and also its consequences. Originality/value: The proposed research has not yet been done, so that this will contribute to entrepreneurship theory and practice.

Technical sciences / Organization of business systems, Promjene u poslovnom ambijentu od organizacija zahtijevaju adekvatnu i brzu reakciju. Ustaljeni načini upravljanja ili operativnog obavljanja aktivnosti često postaju neefikasni, i posljedično dovode do pada poslovnih performansi. U takvim situacijama organizacije nerijetko posežu za restrukturiranjem koje treba da im omogući da poslovanje postave na stabilne osnove, čime će se stvoriti uslovi za njihov dalji rast i razvoj. Organizaciono restrukturiranje, međutim, predstavlja vrlo kompleksan proces koji pored finansijskih i vremenskih resursa traži i odgovarajuću ekspertizu. Ukoliko među zaposlenima nema odgovarajućih stručnjaka koji bi mogli da iznesu teret restrukturiranja, onda je neophodno potražiti pomoć u vidu angažovanja spoljnih konsultanata koji mogu značajno da olakšaju procese planiranja i implementacije potrebnih organizacionih promjena. Analiza savremenih trendova ukazuje na to da se organizacije sve češće odlučuju na ovakav potez, jer su svjesne da investiranje u takve poslove može da unaprijedi njihovo poslovanje, odnosno da smanji ili u potpunosti eliminiše negativne uticaje velikog broja faktora. Ipak, praksa pokazuje da ne dolazi uvijek do potpune primjene konsultantskih preporuka. Ponekad su rješenja koja konsultanti predlažu dobra u teoriji, ali se prilikom pokušaja njihove implementacije pojavljuju određeni problemi koji onemogućavaju da se ona iznesu do kraja. Takođe, treba imati u vidu i činjenicu da nisu svi konsultantski projekti organizacionog restrukturiranja usmjereni na uvođenje promjena na nivou čitave organizacije, jer su nekad konsultanti angažovani u cilju unapređenja performansi određenih organizacionih cjelina., Changes in the business environment require adequate and rapid response from the organizations. Conventional methods of managing or performing activities become ineffective, and consequently lead to a decline in business performances. In such situations, organizations often resort to restructuring that should enable them to set up their businesses on stable basis, and thus create conditions for their further growth and development. Organizational restructuring, however, is a very complex process that requires adequate expertise, besides financial and time resources. If among the employees there are no appropriate experts who could bear the burden of restructuring, it is necessary to seek support in the form of hiring external consultants, who can significantly facilitate processes of planning and implementing necessary organizational changes. Analysis of modern trends indicates that organizations more often decide to follow this course, because they are aware that investing in such activities may improve their business, and can reduce or completely eliminate the negative impacts of large number of factors. Nevertheless, practice shows that the full implementation of the consultants' recommendations does not always come up to the end. Sometimes these solutions are good in theory, but when it comes to their implementation certain problems appear that make it impossible to complete this process. It should also be kept in mind that not all consultancy projects of the organizational restructuring are focused on the implementation of changes on the level of the entire organization, since in some situations consultants are hired to improve the performance of certain organizational units.

U ovom radu će biti prikazani aktuelni trendovi u konsaltingu, kao i pregled ključnih rezultata istraživanja stavova o konsaltingu među menadžerima u Srbiji. Analiza relevantne literature ukazuje na to da su kroz istoriju mnoge organizacije zahvaljujući pomoći spoljnih stručnjaka značajno unaprijedile svoje poslovne performanse, prevazišle probleme sa kojima su ce susretale, i postale stabilni poslovni sistemi. U prilog ovoj tvrdnji ide i sama činjenica da globalno konsultantsko tržište danas vrijedi gotovo 350 milijardi američkih dolara. S druge strane, organizacije koje posluju u Srbiji često nemaju finansijska sredstva koja bi im omogućila da angažuju ovakve stručnjake. Ipak, ohrabrujuća je činjenica da veliki broj anketiranih menadžera prepoznaje njihov značaj i smatra da organizacije treba da koriste ovakvu pomoć, ukoliko se ukaže takva potreba. Bitno je naglasiti i da je među njima generalno prisutan stav da benefiti koji se mogu očekivati opravdavaju takva ulaganja, te da i ovdašnje organizacije mogu očekivati izvjesna poboljšanja ukoliko se odluče na opciju angažovanja konsultanata., This paper will present current trends in consulting as well as an overview of the key results of the survey on views on consulting among managers in Serbia. A review of relevant literature indicates that throughout history many organizations have significantly improved their business performance, since they overcame the problems they have encountered, and became a stable operating system, thanks to the assistance of external experts. This claim might be supported with the fact that the global consulting market is now worth nearly $350 billion. On the other hand, organizations that operate in Serbia often do not have financial resources that would create conditions to hire such experts. However, it is encouraging that a large number of managers that had participated in this survey recognized their importance and they believe that organizations should use this kind of assistance, if such need arises. It is also important to emphasize that there is an overall view that the benefits that can be expected justify such investments, and that local organizations can expect certain improvements if they choose an option of hiring consultants.