Suchergebnisse

The level of understanding and experience with implementing pre-commercial procurement (PCP) varies among European Union (EU) countries. Although PCP contributes to effective R&D and innovative services, Slovenia is still unable to finish innovative projects successfully with the existing commercial procurement model. This article emphasizes the need to supplement the current Slovenian public procurement model for developing innovative services with particular reference to the European guidelines. Applying the case study approach to a Slovenian public organization, the article presents the contribution of using the PCP model in an R&D-oriented information service. Such an approach could also be very useful outside the public sector, for all organizations wishing to manage risk and ensure their innovation is realized at the lowest cost. As a result, this article identifies and presents the experiences and best practices of successful innovative projects based on the PCP model that improve cooperation between the public organization and the service provider. These findings contribute to scientific literature and act as a guide for Slovenian regulators.

PurposeEnterprise resource planning (ERP) systems have become imperative for companies in order to be competitive in a turbulent and highly competitive business environment. Unfortunately, the success rate of ERP implementations is very low, which was cited in many researches and a majority of authors have reported up to 90 percent failure rate. Therefore, new empirical studies are more than necessary to validate companies' contributions to the increase of the success rate of ERP implementation, which was the primary reason for this investigation. The main goal of this paper is to stress the impact of business process management (BPM) and some other critical success factors (CSFs) on successful ERP implementations.Design/methodology/approachThe paper details an empirical investigation combined with a confirmatory approach using structural equation modeling.FindingsThe hypotheses confirm the impact of top management support, change management, and BPM on successful ERP implementation. These factors have a positive impact on successful ERP implementation and should be treated as very important in ERP systems implementation projects. The results also support the importance of top management perception (MP): if they consider BPM as a basis of business change, this contributes to a strong and positive influence on successful ERP implementation.Research limitations/implicationsOther CSFs, also required for successful ERP implementations are not covered in this paper. The sample of companies used in this study is limited only to one country, and the aspect of chief information officers (CIOs) should not be omitted either, because other CIOs might have answered the questionnaire in a different way.Practical implicationsCompanies should treat BPM as a basis of business change and therefore increase its usage in order to increase a possibility for a successful ERP implementation. Although the ERP implementation is not the most efficient per se, its effectiveness on business performance can be greater.Originality/valueContributions of the paper are important for both practitioners and researchers. The paper will provide a very few specific factors and findings which are useful for companies when planning to implement ERP systems, and should not be omitted. From theoretical standpoints the most CSFs in ERP implementations can be combined, which are dispersed in the literature, and thus facilitate or somehow even stimulate other researchers in further investigations of those factors, which are still not defined enough or investigated.

The main research question is: How do Slovenian employers assess the level of absenteeism in their companies and what measures do they take to control it? We collected the data for research in 155 Slovenian companies in 2019 by the use of a questionnaire (close- and open-ended questions) that was answered by the people responsible for staffing (human resource managers) or managers in small companies. In addition to questions for demographic data (region, activity, organisation's size, ownership), we also included variables with the following descriptive answers: The range of absenteeism in a company; The reasons for absenteeism in a company; Absenteeism management in a company; Actions for absenteeism management in a company. Absenteeism is not perceived as critical, but it is more often present among production workers. Various diseases are still the most common reason for absenteeism. The employees are mainly committed to work and do not take advantage of sick leave. The employers should establish systems for managing absenteeism within the companies. In this respect, the system should also consider how committed to work the worker is, how efficient is in using the elements of work and how qualitative is his output. On the basis of these findings, it would be advisable to prepare a research instrument with which we could identify what is happening in the field of absenteeism and which actions should be taken at the national, regional level or at the companies' level, especially in the period of the Covid-19 pandemic.