Application of agile management methods in companies operating in Slovakia and the Czech Republic

Kohnová, Lucia; Stacho, Zdenko; Salajová, Nikola; Stachová, Katarína; Papula, Ján

doi:10.1080/1331677x.2022.2142809

Cited by 7 publications

(7 citation statements)

References 11 publications

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“…One of the new approaches for how to cope with external forces under the influence of Industry 4.0 is to utilize agile principles and agile management in organizations, in order to create a more flexible environment that can simplify processes of customer integration as well as cope with the everchanging environment and technological progress. Agile management has become observable mostly in growing innovative organizations; however, it is still problematic to implement in stable organizations [20]. Furthermore, strategic partnerships can create a large comparative advantage for partners in the long term, in contrast to only project-oriented activities or short-term-oriented collaborations, which do not create space for the common addressing of strategic issues that arise from coping with the dynamic environment of Industry 4.0.…”

Section: Discussionmentioning

confidence: 99%

“…The current dynamics, however, show that coping with threats from other forces may be achieved through partnering with other entities resulting in mutual benefits. From the perspective of the application of P5F to today's environment, some authors point to the shift in perspective in the case of specific forces as well as to missing the broader picture [16,19,20], which incorporates other driving forces of the industry and today's environment. Fisk (2016) points to a noticeable shift in power to customers, while the effect of competitors becomes more inferior [21].…”

Section: Criticism Of P5fmentioning

confidence: 99%

“…The literature review on PF5 forces clearly emphasizes the necessity to review this strategic model, which has been used for over decades now. Several authors [16][17][18][19][20][21][22][23][24][25][26][27][28] have pointed out that the specifics of companies, as well as the role of the external environment in the context of globalization, in their drive for innovation or digitalization, may affect the informative value of this analysis. Simultaneously, this model can not be used in order to derive direct predictions in the dynamic environment, which is far from the equilibrium state.…”

Section: P5f and Innovationmentioning

confidence: 99%

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Re-Thinking Industry 4.0 Effect on Competitive Forces: Empirical Study on Innovation

Kohnová

Salajová

2023

Sustainability

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Sustaining a competitive position on the market has become crucial in order to survive in the dynamic environment under the influence of Industry 4.0. Industrial and service sectors have been affected by new technologies, such as automation, robotization, VR, AR or Big data, and their strategies towards future innovation and focus need to be reevaluated. This requires a revision of theoretical models that assess the external environment and following opportunities and threats. Our original study of 573 Slovak companies presents an analysis of Porter’s five competitive forces in the context of innovation activities and perceived impact of Industry 4.0 on companies. The research results provide a deep insight on the relevance of company size, maturity or sector to the different perspectives of the P5F model, as well as make clear the impact of each force on company measures and activities conducted in recent years. Our findings point to the strong technology push and main focus on product innovation, while reveal a paradigm shift in perceiving the power of suppliers. Results of our study lead to practical implications and enrich the theory on the relevance of strategic analysis in current era.

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Section: Discussionmentioning

confidence: 99%

Section: Criticism Of P5fmentioning

confidence: 99%

Section: P5f and Innovationmentioning

confidence: 99%

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Re-Thinking Industry 4.0 Effect on Competitive Forces: Empirical Study on Innovation

Kohnová

Salajová

2023

Sustainability

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“…From the strategic perspective, human resource management should be based on employee motivation, not only in the corporate sphere, but also in public institutions and universities [1][2][3]. Human resource management should be applied all the more in the field of education, because by improving the level of teachers' motivation, better quality education for future generations and thus a development in the whole of society can be achieved [4][5][6].…”

Section: Introductionmentioning

confidence: 99%

Managing Employee Motivation in Slovak Universities from the Perspectives of Time and Age

et al. 2023

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Human resources refer to a special and unique field as they are the most valuable but also the most costly factor of production. The aim of the research is to analyze the level of motivation of university teachers in Slovakia in terms of time and age, and to define the motivational needs of university teachers. The method of sociological questioning is used. The collected data from 2016 university teachers from Slovak technical universities are analyzed using the Tukey HSD test. Based on the research results, it can be stated that university teachers are the most motivated by relational and financial motivational factors. There is a significant change in the level of average importance of motivational factors across time (years), but there is no change in their structure. In terms of the age factor, significant differences over time are identified. Finally, Slovak teachers display the need for a more respected social status and a better image of their profession. The research findings will help university managers in raising the level of teachers’ motivation and in designing motivation programs.

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“…However, what is essential for technological development regardless of the circumstances is the leadership style (see e.g. Kohnová et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

Enhancing Organisational Agility by Means of Agile Complexity Leadership

BOATENG,

OLEXOVÁ

2023

JHRMAD

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Purpose – The purpose of this paper is to establish current knowledge regard-ing how organisational agility and competitive advantage could be enhanced when Small and Medium Enterprises (SMEs) adopt agile complexity leader-ship to fully exploit digital transformation. Aims(s) – The primary aim of this paper is to understand the role of agile complexity leadership in improving organisational agility and competitive advantage in SMEs during digital transformation. Secondary aims include: Identification of knowledge gaps in leadership at-tributes to foster organisational agility. Evaluation of research focus and methods used to date. Exploration of agile complexity leadership as a model for optimising performance in agile organisations. Design/methodology/approach – A literature review was conducted using the Web of Science Database from 1992 to 2023 using the keywords complexity, complexity science, complexity leadership, agile, agile leadership. Initially, 62 journal articles were listed. Abstracts were reviewed to see if they are valuable and related to how agile complexity leadership enhances organisational agility, in effective digital transformation for SMEs—the final sample comprised 13 journal articles and four books. Findings – Three major findings are identified: significant knowledge gaps remain regarding the leadership attributes required for optimisation of organisational agility because it is related to business sustainability instead of traditional short-term production objectives; the focus of research to date has been reliant on quantitative methods often employed with samples that are not statistically representative; the concept of complexity leadership has been relatively neglected as a potential effective leadership model to optimise performance in SMEs. Limitations of the study – The study acknowledges limitations in its approach due to reliance on literature, which may have biases. Future research should include empirical studies to validate findings and expand understanding of agile complexity leadership in SMEs. Originality/value – This paper provides novel insights into the intersection of organisational agility, and leadership regarding digital transformation within SMEs. It is valuable to scholars, business leaders, and practitioners interested in optimising performance through innovative leadership models in organi-sations.

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Application of agile management methods in companies operating in Slovakia and the Czech Republic

Cited by 7 publications

References 11 publications

Re-Thinking Industry 4.0 Effect on Competitive Forces: Empirical Study on Innovation

Re-Thinking Industry 4.0 Effect on Competitive Forces: Empirical Study on Innovation

Managing Employee Motivation in Slovak Universities from the Perspectives of Time and Age

Enhancing Organisational Agility by Means of Agile Complexity Leadership

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