This paper presents research on influence of information and communication technologies on decentralization of organizational structure. An empirical research was conducted, in which decentralization was described by dominant management style was compared to the level of composite index of ICT adoption. Also, consulting experience in four major Serbian companies was used to further elaborate and explain the results in the context of modern literature and practice. Conclusions were that ICT adoption is more frequently expressed in decentralized companies, empirically described by dominant liberal style of management, although ICT adoption can also lead to centralization in some cases, depending on other factors in the organization.
This paper analyses cost efficiency of the public procurement process at local level. Data is gathered in the Serbian environment, and our main hypothesis is that efficiency of public procurement can be improved significantly by the practices of organizational design and external benchmarking, measured by transaction costs. In order to prove this hypothesis, we have described case of major inefficiencies during public procurement process, and then analyzed efficiency of public procurement process, measured in hours per public procurement on a basis of 185.305 directly invested hours, during 18 months period in eight public enterprises. We have shown by statistical analysis that very wide, statistically significant (p
This paper presents an analysis of organizational changes perceived by the
employees in the organizations where Technology Enhanced Learning was
facilitated by tools such as wiki, (we)blog, the Internet forum and the
social network, practice often considered as Elearning 2.0. Our research
focuses on the technologically advanced organizations, leaders in the CT and
IS adoption. We specifically observe the perception of influence on the
organizational structure, organizational culture and the knowledge management
processes in the organization. Our findings are that the TEL tools are
perceived to have a noteworthy impact on the organizational change in the
three mentioned areas, and that the perception of change significantly
differs in dependence on whether the employees are regular or are not regular
users of organizational structure and knowledge management processes.
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 SouthEast 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 fi ndings indicate that the model should be revised and further developed. Research limitations are determined by signifi cant 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 SouthEast Europe. Despite its limitations, this study can contribute both to theorists and practitioners. First, the paper contributes to the change management theory, business decisionmaking 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.
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