DIALECTICAL SYSTEM OF VIEWPOINTS FOR INNOVATING OF GOVERNANCE AND MANAGEMENT OF A TRANSITIONAL ENTERPRISE

Autor: Štrukelj, Tjaša
Přispěvatelé: Mulej, Matjaž
Jazyk: slovinština
Rok vydání: 2015
Předmět:
Zdroj: Maribor
Popis: V doktorski disertaciji smo obravnavali »Dialektični sistem vidikov za inoviranje upravljanja in vodenja tranzicijskega podjetja«. V okviru te teme smo raziskovali, ali tranzicijska podjetja v (po)kriznem okolju hitrih, dinamičnih sprememb in globalizacije svoje upravljanje (in vodenje) inovirajo s pomočjo dialektičnega sistema vidikov, za inoviranje neotipljivih in otipljivih dejavnikov, ključnih za inoviranje upravljanja (in vodenja) podjetja. Pri svojem delu smo izhajali iz MER modela integralnega menedžmenta in z dialektičnim sistemom vidikov na podlagi subjektivnih izhodišč izbrali neotipljive (vrednote (udeležencev) podjetja, kultura podjetja in etika podjetja) in otipljive (prednosti in slabosti podjetja, možnosti in nevarnosti podjetja, vizija podjetja in obstoječa politika podjetja) ključne dejavnike za inoviranje upravljanja (in vodenja) podjetja, ki vplivajo na inoviranje upravljanja (in vodenja) tranzicijskega podjetja. To je predstavljalo teoretični model naše raziskave. Imenovali smo ga teoretični model za inoviranje upravljanja (in vodenja) tranzicijskega podjetja ali tudi konceptualni model, pri čemer zagovarjamo stališče, da mora inoviranje upravljanja (in vodenja ter poslovanja) podjetja izhajati iz potrebe po družbeni odgovornosti. Pri raziskovanju smo uporabili kvalitativno in kvantitativno raziskovanje. Kot temelj za dobro empirično preverjanje raziskovalnega problema smo najprej opredelili teoretična izhodišča, kjer smo raziskovali aktualni problem potrebe po inoviranju upravljanja in vodenja tranzicijskega podjetja s pomočjo Mulejeve metode dialektične teorije sistemov in nato povezali upravljanje in vodenje podjetja z inovativnostjo in inovacijami, ki jih povezujemo z izboljšanjem konkurenčnih sposobnosti. V nadaljevanju smo raziskovali pojmovne razsežnosti in modele integralnega menedžmenta (z obojim je povezan razvoj podjetja, ki izhaja iz inoviranja upravljanja in vodenja) ter pojasnili poslovni proces, še posebej natančno vidik upravljalno-vodstvenega procesa, na katerega smo se omejili. To nam je služilo kot izhodišče za pojasnitev planiranja razvoja v MER modelu integralnega menedžmenta, iz katerega smo izhajali. Nato smo raziskovali neotipljive dejavnike, ključne za inoviranje upravljanja in vodenja tranzicijskega podjetja: vrednote podjetja, kulturo podjetja in etiko podjetja ter otipljive dejavnike za inoviranje upravljanja in vodenja tranzicijskega podjetja: podjetje ter vpliv prednosti in slabosti na razvoj podjetja, okolje podjetja ter vpliv možnosti in nevarnosti na razvoj podjetja, vizijo podjetja kot instrument za približevanje družbeno odgovornemu podjetju ter načela družbene odgovornosti pri inoviranju upravljanja in vodenja podjetja, ki smo jih povezali s potrebo po inoviranju politike podjetja za dosego odgovorne politike podjetja. V empiričnem delu smo kvantitativno preverjali vpliv izbranih neotipljivih in otipljivih ključnih dejavnikov na inoviranje politike podjetja. Osnovna množica, ki je bila predmet našega raziskovanja, so bila slovenska, tranzicijska podjetja, ki na trgu obstajajo vsaj 10 let. V raziskovalni vzorec smo vključili 734 anketnih vprašalnikov. Glede na velikost podjetja smo dobili 242 anketnih odgovorov mikro podjetij (32,80 %), največ anketnih odgovorov smo dobili od malih podjetij (403 odgovore ali 54,90 %), odgovorilo nam je 73 srednje velikih podjetij (9,90 %) in 16 velikih podjetij (2,20 %). Za proučevani vzorec je značilno, da so nam v mikro podjetjih in malih podjetjih največ anketnih vprašalnikov izpolnili edini, 100 % lastniki podjetja. Napravili smo deskriptivno statistiko vzorca in opisno statistiko splošnih vprašanj iz vzorca anketiranih podjetij, eksploratorni postopek validiranja merskega instrumenta empirične analize – eksploratorno faktorsko analizo ter konfirmatorni pristop validiranja merskega in strukturnega instrumenta empirične analize – konfirmatorno faktorsko analizo. Ugotovili smo, da lahko razviti model za inoviranje upravljanja (in vodenja) tranzicijskega podjetja uporabljamo v praksi, saj lahko pomembno prispeva k povečanju zavedanja lastnikov in upravljalcev tranzicijskih podjetij o pomembnosti v raziskavo vključenih neotipljivih in otipljivih dejavnikov (vidikov), ki vplivajo na inoviranje upravljanja, vodenja in poslovanja tranzicijskega podjetja. Iz primerjav upoštevanja različnih potrebno in zadostno celovito izbranih in proučevanih vidikov, ki vplivajo na inoviranje upravljanja in posledično tudi na inoviranje vodenja in poslovanja podjetja, ugotavljamo, da lastniki in upravljalci tranzicijskih podjetij proučevane vidike vedno bolje poznajo, jih vedno bolj upoštevajo in jih bodo v prihodnje še bolj upoštevali nekatere tudi zapisali. Vsi proučevani podatki, pridobljeni z anketno raziskavo, kažejo, da tranzicijska podjetja inovirajo izhodišča, na podlagi katerih inovirajo svoje upravljanje (in vodenje) ter da inovirajo tudi upravljanje (in vodenje) podjetja samega. Od proučevanih izbranih neotipljivih in otipljivih ključnih dejavnikov za inoviranje upravljanja (in vodenja) tranzicijskega podjetja razen etike podjetja na inoviranje upravljanja (in vodenja) tranzicijskega podjetja statistično značilno vplivajo vsi ostali izbrani neotipljivi in otipljivi ključni dejavniki. Večji vpliv imajo na podlagi opravljene raziskave otipljivi dejavniki, predvsem okolje (in trgi) ter iz njega izhajajoče možnosti in nevarnosti ter konkurenca. Zato predlagamo: zahteve po etičnosti in družbeni odgovornosti tranzicijskih podjetij vpeljati skozi zahteve okolja (in trga) ter spremembe ravnanja konkurentov. Anketirani so izrazili zavedanje, da morajo posamezne v tej disertaciji proučevane vidike v svojih podjetjih inovirati. In this dissertation, we address the »Dialectical System of Viewpoints for Innovating of Governance and Management of a Transitional Enterprise«. We researched whether enterprises in transition in (after) crisis environment of rapid, dynamic change and globalization can innovate – better and otherwise – their governance (and management), if using the dialectical system of viewpoints to innovate intangible and tangible factors, which are keys for innovation of governance and management of an enterprise. We started from the MER Model of integral management and developed a dialectical system of viewpoints on the basis of subjective starting-points: we selected the intangible (enterprise (key stakeholder) values, enterprise culture and enterprise ethics) and tangible (enterprise strengths and weaknesses, enterprise opportunities and threats, enterprise vision and existing enterprise policy) key factors for enterprise governance (and management) innovation that impact innovation of governance and management of a transitional enterprise. This generated the theoretical model of our research. It was called the theoretical model for innovating of governance and management of a transitional enterprise it offers the conceptual model to advocate the view that the innovation of governance (and management, and operations) of a transitional enterprise derives from its need for social responsibility. During the research, we used qualitative and quantitative approach. As a foundation for good empirical verification of the research problem, we first defined the theoretical backgrounds, where we researched the current problem of the need for innovating of governance and management of a transitional enterprise with the use of Mulej’s method of dialectical systems theory (DST). Then we connected the transition enterprise governance and management with innovations that are associated with improvement of the competitive ability. Further, we researched the management conceptual dimensions and integral management models (both associated with the development of the enterprise resulting from the governance and management innovation). Then we explained the related business process, in particular precisely the viewpoint of the governance-management process, to which we limited our research. It served us as a starting point to explain the planning of development in the MER model of integral management, from which we derived. Next, we researched the intangible factors that are crucial for innovating of governance and management of a transitional enterprise: enterprise values, enterprise culture and enterprise ethics, and tangible factors that are also crucial for innovating of governance and management of a transitional enterprise: enterprise and its strengths and weaknesses influencing the enterprise’s development, the environment and the impact of enterprise opportunities and threats on the enterprise’s development, the enterprise’s vision as an instrument for the approximation of enterprise’s socially responsibility, and the principles of social responsibility in innovation of governance and management of an enterprise, which has been linked with the need for enterprise policy innovation aimed at achieving a responsible enterprise policy. In the empirical part, we quantitatively examined the impact of selected intangible and tangible key factors on the enterprise policy innovation with a survey. It included Slovenian, transition enterprises that are at least 10 years in the market. The research sample included 734 questionnaires. Depending on the size of the enterprise, we got 242 survey responses from micro enterprises (32.80%), most survey responses came from small enterprises (403 posts or 54.90%), from 73 medium-sized enterprises (9.90%) and 16 large companies (2.20%). In the micro-enterprises and small enterprises questionnaires were mostly filled in by the sole entrepreneurs – 100% owners of their enterprise. We generated descriptive statistics of the sample and descriptive statistics of the general questions in the sample of enterprises surveyed, exploratory process of validating the measurement instrument of empirical analysis (exploratory factor analysis) and confirmatory approach to validation of measurement and structural instrument of empirical analysis (confirmatory factor analysis). We found that our newly generated model for innovating of governance and management of a transitional enterprise can be used in practice, because it can make an important contribution for increasing of awareness of the transition enterprises’ owners and managers about the importance of the included intangible and tangible factors (viewpoints) that affect transition enterprise’s governance, management and operations. We took into account various requisitely holistically selected and studied viewpoints that affect enterprise’s governance innovation and, consequently, enterprise’s management and operations innovation. Thus, we found that the transition enterprise’s owners and managers know the studied viewpoints, frequently take them into account and will even more take them into account in the future some selected ones also in our noted form. All the studied data obtained from our survey show that transition enterprises innovate platform on which they innovate their governance (and management) and that they innovate the enterprise’s governance (and management) too. The studied selected intangible and tangible key factors for innovating of governance and management of a transitional enterprise suggest all tangible and intangible selected key factors except the enterprise ethics significantly affect the researched innovation process. A greater impact belongs to the (as detected in this study) tangible factors, notably the environment (and markets), and the resulting opportunities and threats and competition. We therefore propose: the requirements concerning ethics and social responsibility of the transition enterprises should be introduced through the demands of the environment (and the market) and changes in the behaviour of competitors. Respondents expressed awareness that they should innovate their practice from the viewpoints studied in our research.
Databáze: OpenAIRE
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