Suchergebnisse

The objective of this paper is to identify the relationship between the dimensions of performance motivation and value preferences of project managers in large companies. To examine the relationship, it was first necessary to find out what the value system of project managers is and what their motivational profile is. The research took the form of a questionnaire survey in large Czech companies, which belong to CZ-NACE C. Standardized questionnaires were used for data collection. The PVQ questionnaire was used to determine the value system and the LMI questionnaire was used to determine the motivational profile. Data were evaluated by using descriptive statistics and relationships were evaluated by using Person's correlation coefficient. Student's t-test was used to verify statistical significance. It was found that the analyzed values in the set of respondents are almost the same, all analyzed values are perceived by the respondents as significant. The most represented value among the respondents is benevolence and the least represented is tradition. We identified identical findings in the case of analysis of performance motivation. Of the four dimensions of motivation examined, the project managers addressed confidence in success to be the most important. A statistically significant relationship was found between commitment and power and success, between flexibility and stimulation, universalism and benevolence, between self-control and power, success, conformity and safety, and between confidence in success and power, success and stimulation. Doi: 10.28991/esj-2021-01282 Full Text: PDF

Coping with demanding situations is a part of managerial work at different levels and in different contexts. In the presented paper, based on the theoretical and methodological analysis of knowledge in the field of coping and special coping with demanding situations in project manager work, we present the results and knowledge related to the possibility of researching and identifying procedures for coping with demanding situations in project management. Attention is focused on the identification of ways of coping with demanding situations in project manager work through the BSMW Questionnaire - Behaviour Strategies in Managerial Work as a tool for identifying these procedures. We present findings related to the analysis of the assessment of strategies for managing demanding situations in project manager work in Slovak automotive industry in the context of selected personality, socio-demographic characteristics of managers and situational conditions. The acquired results verified the meaningfulness of the empirical-inductive principle of detecting the ways of coping with the examined demanding situations and determining the taxonomy of these principles with the specification of five factors – emotional factor of coping, cognitive factor of coping I, cognitive factor of coping II, behavioural factor of coping I and behavioural factor of coping II. From the methodological viewpoint our results contribute to the discussion about the interactional approach in research in social sciences and about the question of dispositional or situational conception of methods of researching in this area of knowledge. Doi: 10.28991/esj-2020-01241 Full Text: PDF

The major purpose of this paper is to determine the opportunities and challenges relating to successful innovation management in SMEs in German and Slovakia. The objective and the subjective stances to research comprise three interlinking philosophies: epistemology, ontology and axiology. For this study the major design elements are the explanatory and the exploratory approaches and a case study is the selected research strategy. In order to answer the research problem, numerical and textual data is gathered. The empirical research studies revealed significant cultural influence on innovation management and related organisational change associated with it. It also highlighted substantial differences between success and failure factors in SMEs and large companies and there were implications that formal innovation management was less important from SMEs than for large companies. This research identified key innovation management success factors for SMEs and made three new findings, which add to the current knowledge: innovation circles were an effective innovation management approach to generating and developing ideas and getting innovation to market quickly; government agencies that encourage firms to collaborate effectively enhance the level and success of innovation; SMEs and large companies have distinctly different rankings of barriers to innovation and small and micro firms are more effective in original product innovation and speed to market than medium sized companies.