The concept of management innovation as distinctive type of non-technological innovations is still in the early days of conceptual formation and confirmation. This paper aims to investigate the concept of management innovations in public sector organizations with an emphasis on identifying the impact of organizational factors on the successful implementation of management innovations. The aim of implementation of new management concepts and methods is to increase efficiency and effectiveness of public services. A research was conducted on a sample of local self-government units in Croatia using empirical methods. The obtained results confirm the set conceptual determinants of the management innovation term, as manifested through the influence of selected organizational factors. Accordingly, absorptive capacity and top management support, with the combined effects of implementation climate and innovation-values fit, have been identified as key factors to achieving successful implementation of management innovations. On the other hand, availability of significant financial resources was not found to be a significant factor for the effective implementation of this type of innovation. Research results suggest theoretical and practical implications for strengthening the effectiveness of local self-government.
This paper reviews the origins and stages of development of the concept of supply chain management. In the first stage of the development process, the emphasis is placed on linking business processes within a company aimed at improving cost control and taking the efficiency of a business to a higher level. The possibilities of applying the concept are expanding in the following stages and the paper investigates the application of the concept in managing a network of independent organisations or strategic alliance network. Today, supply chain management is one of the key factors affecting the competitiveness of businesses having positive effects on customer satisfaction in terms of meeting their needs timely and effectively, reducing costs, reliable delivery service and improving quality of products and services.
Sažetak: U recentnom poslovnom okruženju stalnih promjena poduzeće može uspješno poslovati samo postizanjem dinamičkog sklada djelovanja sukladno promjenama okoline. Menadžment treba primarno sistematizirati i izučavati njihov utjecaj na uspješnost poslovanja one čimbenike koji su pod njegovom izravnom kontrolom, na koje ima utjecaja i koje može prilagođavati zahtjevima okruženja sukladno zahtjevu dinamičke optimizacije poslovnih rezultata poduzeća. U ovom radu dijagnosticirani su temeljni čimbenici, odnosno bazne logističke upravljačke varijable -logističke strategije i ciljevi, tehnologije, ljudski potencijali, informacijsko-komunikacijski sustav i organizacijska kultura, koji mrežno organizacijski povezani sukladno i karakteristikama okruženja poduzeća, omogućuju najdjelotvornije procesno kombiniranje resursa sukladno potrebama tržišta i zahtjevima kontinuirane uspješnosti poslovanja poduzeća.
U radu su analizirane prednosti koje poduzeća mogu ostvariti stupanjem u klastere, uzevši u obzir povijesni kontekst klastera. Analizom je utvrđeno da se prednosti mogu klasificirati na tradicionalne i suvremene. Tradicionalne konkurentske prednosti karakteristične su za vrijeme kada su se klasteri primarno formulirali unutar određenih geografskih područja i kada su prednosti proizlazile iz neposrede blizine članica klastera. Suvremene prednosti proizlaze iz procesne povezanosti članica unutar klastera, te je prostorna dimenzija klastera izgubila na značaju iako su prostorno klasteri i dalje smješteni u unutar granica pojedinih regija. Procesna povezanost implicira postojanje opskrbnog lanca unutar klastera što znači da su uspostavljeni jedinstveni tokovi materijala, informacija i financija između članica klastera. Uspostavljanjem jedinstvenih tokova realiziraju se suvremene prednosti klastera u koje se ubrajaju ekonomija obujma, inovacije i fleksibilna specijalizacija.
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