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JournalISSN: 1331-0194

Management : Journal of Contemporary Management Issues 

University of Split, Faculty of Economics
About: Management : Journal of Contemporary Management Issues is an academic journal published by University of Split, Faculty of Economics. The journal publishes majorly in the area(s): Empirical research & Higher education. It has an ISSN identifier of 1331-0194. It is also open access. Over the lifetime, 363 publications have been published receiving 3893 citations. The journal is also known as: International journal "Management".


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TL;DR: In this article, the authors tried to shed some light on how consumers of Western Balkans and specifically in Kosovo, use social media and how those shape their attitudes, based on the uses and gratifications approach.
Abstract: Information technologies have caused radical changes in many areas, they have also changed marketing activities. Today, marketing activities are carried out in digital environments, facilitating the work of companies and helping consumers around the world. Consumers get the right information and data about products and services much easier and faster, as well as access different forms of entertainment. Therefore, it can be said that the place of traditional marketing today has been replaced by digital marketing. This paper tries to shed some light on how consumers of Western Balkans and specifically in Kosovo, use social media and how those shape their attitudes, based on the uses and gratifications approach. This is the first paper from this region, which analyzes social media, based on the previously mentioned approach. Since research in the region was prohibitive for us, we selected a sample of 200 consumers from Kosovo, active on social media. The findings of this paper serve managers in better attracting online customers through social media.

382 citations

Journal Article
TL;DR: A conceptual model to assess business value of business intelligence systems that was developed on extensive literature review, in-depth interviews, and case study analysis for researching business Intelligence systems’ absorbability capabilities or key factors facilitating usage of quality information provided by such systems respectively is proposed.
Abstract: With advances in the business intelligence area, there is an increasing interest for the introduction of business intelligence systems into organizations. Although the opinion about business intelligence and its creation of business value is generally accepted, economic justification of investments into business intelligence systems is not always clear. Measuring the business value of business intelligence in practice is often not carried out due to the lack of measurement methods and resources. Even though the perceived benefits from business intelligence systems, in terms of better information quality or achievement of information quality improvement goals, are far from being neglected, these are only indirect business benefits or the business value of such systems. The true business value of business intelligence systems hides in improved business processes and thus in improved business performance. The aim of the paper is to propose a conceptual model to assess business value of business intelligence systems that was developed on extensive literature review, in-depth interviews, and case study analysis for researching business intelligence systems’ absorbability capabilities or key factors facilitating usage of quality information provided by such systems respectively.

95 citations

Journal Article
TL;DR: In this paper, the authors present a case study in which the evaluation of an investment in on-line analytical processing (OLAP) technology in the company Melamin was made through an qualitative approach.
Abstract: Several arguments can be found in business intelligence literature that the use of business intelligence systems can bring multiple benefits, for example, via faster and easier access to information, savings in information technology (‘IT’) and greater customer satisfaction all the way through to the improved competitiveness of enterprises. Yet, most of these benefits are often very difficult to measure because of their indirect and delayed effects on business success. On top of the difficulties in justifying investments in information technology (‘IT’), particularly business intelligence (‘BI’), business executives generally want to know whether the investment is worth the money and if it can be economically justified. In looking for an answer to this question, various methods of evaluating investments can be employed. We can use the classic return on investment (‘ROI’) calculation, cost-benefit analysis, the net present value (‘NPV’) method, the internal rate of return (‘IRR’) and others. However, it often appears in business practice that the use of these methods alone is inappropriate, insufficient or unfeasible for evaluating an investment in business intelligence systems. Therefore, for this purpose, more appropriate methods are those based mainly on a qualitative approach, such as case studies, empirical analyses, user satisfaction analyses, and others that can be employed independently or can help us complete the whole picture in conjunction with the previously mentioned methods. Since there is no universal approach to the evaluation of an investment in information technology and business intelligence, it is necessary to approach each case in a different way based on the specific circumstances and purpose of the evaluation. This paper presents a case study in which the evaluation of an investment in on-line analytical processing (‘OLAP’) technology in the company Melamin was made through an

81 citations

Journal Article
TL;DR: Zainnudin et al. as discussed by the authors investigated the relationship between employee participation in decision-making and their motivation in state-owned enterprises in Indonesia and reported the positive findings of a relationship between worker participation and motivation.
Abstract: Over the last decade an era of political reforms has been sweeping through Indonesian society This has not just involved change at the level of how government is conducted but has seen a change in the whole social and political atmosphere One of the most significant changes is related to democratization of organizational behavior Many organizations are now trying to transform from the old custom of authoritarian organizational style to a way of working, which is more democratic and participative They are allowing their employees to contribute opinions and some are beginning to involve employees more in the process of making organizational decisions This article looks at two state-owned enterprises in Indonesia, to see what impact these trends actually have in the real life of both the organization and the employees It reports the positive findings of a relationship between employee participation in decision-making and their motivation1 INTRODUCTIONThere is a line of logic which supports the view that an organization will benefit from the collaboration between managers and employees Scholars have long argued that there is a close link between organizational effectiveness and individual effectiveness (Cotton, Vollrath et al, 1988) This implies that in order to achieve organizational goals, managers must treat their employees fairly In the hierarchy of needs, employee involvement in organizational decision-making finds an adequate place (Mitchell 1973; Vroom 1974) It might be expected that being involved in decision-making will be challenging for many employees and that at the same time it might increase their motivation (Ladd M Zainnudin & Isa, 2011), commitment of the employee as well as their motivation (Batthi & Qureshi, 2007)Recent studies in Indonesia have found that many organizations do not assign a high priority to gaining and using their individual employee's commitment as part of a strategy to increase their effectiveness and therefore their competitiveness (Yuliani, Prihanto et al, 2003) Furthermore, it has been found that although some organizations have implemented participatory programs, employee's commitment in gaining full involvement decreases as the organization structure is built This commonly happens in Indonesian stateowned enterprises (SOEs) which traditionally have a highly structured bureaucracy Other studies have found that managers in Indonesia are likely to view any policy to introduce a better corporate governance climate for workers in their organizations as a personal setback for them, and therefore are likely to find ways to ensure that the policy does not carried out/enforced This accords with the generally held view by those in positions of leadership in Indonesia that workers as individuals are morally obliged to follow the rules of bureaucracy and that they need them to give them proper guidance (Moeljono, 2003) Where managers hold these views, they not only fail to look at the broader picture that involving workers in the decision-making process of a company will improve those processes but they also miss an opportunity to increase workers' motivation to workAlthough this might be acceptable in a culture emphasizing individualism, it does not apply to the more collectivist cultural environment of Indonesia (Irawanto, 2007) The overall picture of Indonesian culture, following Hofstede's classification, is that is a culture of a high power distance, high ambiguity avoidance and a very feminist culture, which leads to dependency on the system/structure of the organization (Hofstede, 2007) Recent studies have also found that the collectivist dimensions of Indonesians working in the public service is rather high rather, as compared to their counterparts in the private sector (Irawanto et al …

74 citations

Journal Article
TL;DR: Six different maturity models that can be used for the maturity of BI systems assessment are described and analyzed, showing that most of the models do not cover the whole area of Business Intelligence, but they rather focus on a specific point of view and/or area of the problem domain.
Abstract: Today, companies wish to evaluate and justify their investments into Business Intelligence systems, which requires measurement of their business value and comparison with similar systems in other companies. Maturity models offer an adequate baseline for comparison. Maturity models define levels of definition, efficiency, manageability and measurement of the monitored environment. This paper briefly describes and analyzes six different maturity models that can be used for the maturity of BI systems assessment. An overview and analysis will show that most of the models do not cover the whole area of Business Intelligence, but they rather focus on a specific point of view and/or area of the problem domain. Results show that by using maturity models, only a short period of time is needed in order for one to discover the areas within the company or institution that need special, more intensive attention and work. Namely, results of the analysis often expose problematic areas that could be easily overlooked.

73 citations

Performance
Metrics
No. of papers from the Journal in previous years
YearPapers
202314
202211
202110
202029
201928
201823