The factors constraining innovation performance of SMEs in Croatia

Božić, Ljiljana; Rajh, Edo

doi:10.1080/1331677x.2016.1168040

Cited by 37 publications

(25 citation statements)

References 29 publications

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“…Therefore, successful change management is the key to any organization that wants to survive and succeed in today's highly competitive environment. Organizations are dealing with various kinds of changes, for example changes in market conditions, workforce demographics and diversity, technological innovations, an increased focus on customer and quality, shortage of talent and economical changes (Noe, 2002;Božić & Rajh, 2016;Arsov & Naumoski, 2016;Misankova, 2016;Rajnoha & Dobrovič, 2011). When managing these changes, organizations face obstacles regarding their smooth implementation.…”

Section: Introductionmentioning

confidence: 99%

Examination of Factors Affecting the Implementation of Organizational Changes

Dobrovič¹,

Timková²

2017

JOC

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Organizational changes have a major impact on the competitiveness, growth, efficiency, and survival of any organization. This article deals with the issue of an organizational change and its management. The main objective of the research is to verify the existence of a statistically significant relationship between selected factors and the success of organizational changes in Slovak companies. In the short theoretical introduction, the article explains basic aspects of change management. The main part of the article deals with the analysis of variables affecting the outcome of changes taking place in companies. The empirical survey was carried out using the questionnaire method. The questionnaire was distributed to employees from different types of companies where the changes took place. The survey sample consists of 287 respondents. To test the statistical hypotheses, we used the Spearman's correlation coefficient. The test hypotheses were processed through the program Gretl. Based on the tested relationship between the variables, a significant relationship between the variables was found -the time needed to prepare and implement the change and the success of the change. Other variables also showed an impact on the final outcome of the change. It has been shown that the process of planning changes, checking upon changes, and the time needed to implement changes have an important role and a major effect on the ultimate success or failure of change in a company.

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Section: Introductionmentioning

confidence: 99%

Examination of Factors Affecting the Implementation of Organizational Changes

Dobrovič¹,

Timková²

2017

JOC

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“…A rather problematic issue for post-transition economies is the lack of own R&D in enterprises, as well as weak access to financing of these activities researched by Božić and Rajh (2016). This unfavourable circumstance is resolved through reliance on external R&D, and for post-transition economies, trade and FDI are channels of knowledge and technology flows.…”

Section: C) the Role Of Reliance On External Randdmentioning

confidence: 99%

“…Reliance on external R&D in Croatia is, most likely, associated with serious financial constraints in undertaking innovation activity by SMEs that is reported by Božić and Rajh (2016). In majority of new EU member states, new technologies and knowledge flows are appropriated through import and foreign direct investment from EU 15 members (cf.…”

Section: Introductionmentioning

confidence: 99%

Regional Competitiveness in the Context of “New Industrial Policy” – The Case of Croatia

Bačić¹,

Aralica

2017

Zb.rad.Ekon.fak.Rij.

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The purpose of this paper is to do research on regional conditions that are most conducive to maximising the positive effects of the implementation of "New industrial policy" (policy based on Smart specialisation strategy) to regional competitiveness in Croatia. Rather than using the standard but fragmented system of counties, this small post-transition economy is first mapped into five regions following the concept of regional innovation systems (RISs

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“…The institutional quality of the business environment comprises eight institutional factors: 1. protection of ownership rights; 2. easy access to entrepreneurship; 3. good enforceability of the law; 4. reasonable tax burden; 5. reasonable regulatory burden; 6. license acquisition; 7. corruption; 8. institutional limitations in entrepreneurship and investment. Innovation barriers that limit firms' innovation performance are financial/organizational constraints and external factors -market size and its saturation, big and strong companies with well-established market position as well as regulation (Rajh & Božić, 2016). Conorto et al (2014) present a complex characteristic of factors determining the quality of the business environment.…”

Section: Theoretical Partmentioning

confidence: 99%

Business Environment Quality Index in the Sme Segment

Čepel¹,

Stasiukynas²,

Kotásková³

et al. 2018

JOC

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The aim of this paper was to define and quantify significant factors that shape the quality of the business environment in the SME segment and to create the business environment quality index. A part of this aim was a comparison of defined factors in the Czech Republic (CR) and the Slovak Republic (SR). In regards to the aim defined, a survey-based research was conducted with enterprises operating in the SME segment. 312 enterprises in CR and 329 enterprises in SR were approached during this research. To verify the defined scientific hypotheses, a custom Business Environment Quality Index was created that was quantified separately for CR and SR. The research results brought interesting findings. The aggregated Business Environment Quality Index in the Slovak Republic reached the value of 0.460, which was higher than that of the Czech Republic (0.418). Slovak entrepreneurs gave the economic factors a higher rating than Czech entrepreneurs. Similarly, Slovak entrepreneurs rated the importance of the Central Bank in establishing a stable business environment and the role of commercial banks in financing business needs more positively. The evaluation of political factors is relatively negative in both countries. Slovak entrepreneurs evaluated more positively the judicial system in the area of commercial law, the state's influence on the business environment, and the administrative burden on enterprises. Czech entrepreneurs had a minor issue with the state bureaucracy's impact on the business environment. The evaluation of technological factors is relatively negative in both countries, as the value of this index is slightly below 0.250. Slovak entrepreneurs better assessed the situation on the job market and the cooperation of the public sector with the business environment. On the contrary, Czech entrepreneurs gave the infrastructure level in the area of research and development a better rating. The evaluation of social factors is relatively positive in both countries. Entrepreneurs in the Slovak Republic perceive a more positive attitude of the society towards entrepreneurs and a more intense influence of the family on entrepreneurship, and positively evaluate media's activities in regards to the business environment. The evaluation of the competitive environment is more positive in Slovakia. When evaluating the narrower competitive environment, it was discovered that Slovak entrepreneurs think that customers, suppliers, and employees play a positive role in their business.

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The factors constraining innovation performance of SMEs in Croatia

Cited by 37 publications

References 29 publications

Examination of Factors Affecting the Implementation of Organizational Changes

Examination of Factors Affecting the Implementation of Organizational Changes

Regional Competitiveness in the Context of “New Industrial Policy” – The Case of Croatia

Business Environment Quality Index in the Sme Segment

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