Problems and Perspectives in Management

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ISSN / EISSN : 1727-7051 / 1810-5467
Current Publisher: LLC CPC Business Perspectives (10.21511)
Total articles ≅ 901
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Abed Alsttar Mustafa Alsayah
Problems and Perspectives in Management, Volume 19, pp 232-242; doi:10.21511/ppm.19(2).2021.19

Abstract:
The study aims to identify the reasons driving internal and external entrepreneurs to use their power to produce the intended effects in organizations, and how this power affects the methods of building strategies they seek to use, based on Mintzberg’s theoretical assumptions. The research was conducted in 90 large Jordanian companies operating in finance, industry and service sectors. Data were collected from 204 managers using a questionnaire with a high degree of validity and reliability. Analysis and interpretation of the results proved that much of the organizational power held by the head of a company and top management was due to the dominance of the personal, bureaucratic, centralized and formal control systems. As a result, the classical tendency to build strategy in the planning and integrative forms was firmly established, and the participatory and democratic methods in their bargaining and adaptive forms retreated. Based on the results, the researched companies were recommended to design balanced power structures to shift the methods of strategy building from the classical tendency represented by the control of top management and external coalition to the modern tendency represented by integrating workers in democratic ways.
Borys Burkynskyi, Valerii Horiachuk, Oleksandr Laiko, Nataliya Shlafman, Olena Krivtsova
Problems and Perspectives in Management, Volume 19, pp 40-56; doi:10.21511/ppm.19(2).2021.04

Abstract:
Assessment of the socio-economic and environmental development of regions is one of the main tasks of regional policy, especially in the context of the decentralization reform in Ukraine. Biased and unsubstantiated assessment can disorient management bodies and significantly reduce efficiency and effectiveness of management, which leads to negative consequences. The paper aims to assess the development of Ukrainian regions based on the result-oriented approach. The analysis of available methodical approaches to the assessment has shown that they have significant conceptual flaws and do not provide a reasonable and transparent assessment. The proposed methodical approaches are as follows: the use of a model of sustainable development and assessments in the social, economic and environmental fields; transition from an integral indicator to a limited range of key indicators (results); use of additional indicators that complement the main ones; calculation of the rating of a region in the world; determination of the trend of changes in key indicators over the past 10 years; qualitative assessment of the regions’ state based on thresholds. Based on the proposed approach, the socio-economic and environmental development of Odesa region is assessed. AcknowledgmentsThis publication was prepared within the framework of the scientific project “Organizational and economic mechanism of increasing productivity of entrepreneurial activity in Ukraine” at the expense of the budget program “Support of priority areas of scientific research development” (КПКВК6541230).
Andrii Trofimov, Kateryna Miliutina, Iuliia Romanova, Olha Drobot, Nataliia Rubel
Problems and Perspectives in Management, Volume 19, pp 57-64; doi:10.21511/ppm.19(2).2021.05

Abstract:
Due to the COVID-19 pandemic in Ukraine, almost every area of life has undergone global challenges and changes during the first lockdown, in March–May 2020. In particular, healthcare professionals faced the need to change their traditional activities of providing psychological assistance to children with special educational needs. Inclusive education has not been adapted to distance education in Ukraine. The aim of the study is to identify the impact of personality traits and the activity features on the use of remote educational tools by inclusive education specialists during quarantine. The study involved 50 professionals working with children with special educational needs. The surveyed professional included 26 psychologists, 13 speech therapists and 11 correctional educators. The survey was conducted online, covered six Ukrainian cities and was based on psychological questionnaires. The paper concludes that work effectiveness of healthcare specialists in remote form depends on the following personality traits: the level of tolerance for uncertainty and novelty, generosity, orientation toward the specialist’s achievements; it also depends on the method of assistance and the children’s nosologies. The paper provides three “psychological portraits” of specialists who find themselves in quarantine. Most of the specialists who participated in the study (more than 75%) expressed the opinion that remote learning was less effective than traditional education. Only applied behavior analysts believed that online corrective classes were good enough to use this form of activity in the future.
Olena Stryzhak, Olena Akhmedova, Nelli Leonenko, Inna Lopatchenko, Nataliia Hrabar
Problems and Perspectives in Management, Volume 19, pp 145-156; doi:10.21511/ppm.19(2).2021.12

Abstract:
The digital transformation of society affects socio-economic relations in all spheres of life; however, the degree of this influence differs depending on countries and regions. Various industries and sectors of the economy are also affected by digitalization to one degree or another.In this context, the purpose of the paper is to determine the dependence of human capital in the tourism industry on the digitalization level of the economy.The following methods were used: data standardization, cluster analysis, analysis of variance, K means, and SWOT analysis.The panel sample includes indicators from 61 countries for 2018. The analysis revealed distinctive features that allowed allocating the countries into clusters. Cluster 1 (14 cases): countries with average Human Capital Index (HCI) and World Digital Competitiveness (WDC) values, depending on tourism. Cluster 2 (13 cases): countries with slightly above average HCI and WDC values that are less dependent on tourism. Cluster 3 (15 cases): countries with HCI and WDC values below average, not particularly dependent on tourism. Cluster 4 (1 case): outliers. Cluster 5 (18 cases): countries with above average HCI and WDC that are tourism dependent. The calculation results made it possible to identify the cluster principles. The use of the identified distinctive features in the SWOT analysis allows formulating the key elements of human capital strategies in the tourism sector for each group of countries.
Problems and Perspectives in Management, Volume 19, pp 157-169; doi:10.21511/ppm.19(2).2021.13

Abstract:
This paper studied the influence of strategic human resource management on human capital development through the mediation of employee commitment. A descriptive cross-sectional study design was used to collect data from 514 participants (medical staff) from five hospitals in northern Jordan. The hospitals involved were from different sectors, including governmental, private, and university hospitals. Several analysis methods were used in the study: Confirmatory Factor Analysis (CFA), discriminant validity, and composite reliability. Direct and indirect hypothesis testing was also utilized using Structural Equation Modeling (SEM). The study showed that the practice of strategic human resource management had a direct positive impact on employee commitment; the practice of strategic human resource management had a direct positive impact on human capital development; the impact of employee commitment on human capital development was positive and direct; employee commitment has a partial mediating effect between both of them. Accordingly, HR managers in hospitals should move from “softer” responsibilities and traditional HR activities to a more strategic level (i.e., developmental strategy), where HR strategies are aligned and reinforce the hospital’s vision and mission and link organizational strategy to HR strategies. Healthcare managers should invest more in human capital through formal education and training. AcknowledgmentsThe Deanship of Research at Jordan University of Science and Technology (JUST) in Jordan is acknowledged by authors for providing facilities through the research No. 488/2020 and research environment to accomplish the goals of this work. The authors thank Professor Fareed Nusair at the Department of Health Management & Policy, the Faculty of Medicine.
Jabulile Msimango-Galawe, Elona N. Hlatshwayo
Problems and Perspectives in Management, Volume 19, pp 194-205; doi:10.21511/ppm.19(2).2021.16

Abstract:
Small business failure is one of the biggest challenges faced by developing countries, and business incubators have been touted as a solution to reducing the failure rate of these small and medium-sized enterprises (SMEs). Thus, the number of business incubators has escalated worldwide, including South Africa. Consequently, significant time has been devoted to researching business incubators and their role in SME success. However, the effectiveness of these incubators is still in question, thus a study is being conducted to determine how effective business incubators are in reducing the failure rate of SMEs.The findings show that there are some improvements in SMEs that have been incubated or supported, but not enough to make a dent on the failure rate at the country level, as the failure rate has stubbornly remained the same. One of the concerning key findings is that there is a misalignment between the goals of business incubators (BIs) and the SMEs’ needs. SMEs are looking for access to finance and access to markets, while BIs are offering office space and other support services. BI and SME goals need to be more aligned if we are to effectively enhance small business development interventions and reduce current failure rates. More empirical research is still needed to measure and quantify the effectiveness of BIs to SME failure rates, as no research has attempted to link a business incubator to both the success of individual SMEs and the country’s SME failure rate.
, , Mariana Bil
Problems and Perspectives in Management, Volume 19, pp 217-231; doi:10.21511/ppm.19(2).2021.18

Abstract:
The level of positive migration aspirations of the population is determined by the unfavorable socio-economic environment and ineffective management of territory development, in particular the level of deprivation, including labor, security and living conditions. The paper aims to assess the impact of different components of deprivation on the spread of migration aspirations and create the landscape of a territory migration capacity. The methodological tool of the study is a sociological survey (a case study of Lviv Oblast, Ukraine) using a questionnaire (self-administration), which covered more than 500 people. Processing of results is carried out using SPSS software. The results of the sociological survey across migration vectors show the cause-effect relation between positive external aspirations and deprivation components. According to the assessment, the EU countries vector (72.0%) has the highest level of positive migration aspirations by income deprivation, and domestic migration vector – the lowest level (41.0%). The highest deprivation levels among socio-economic, environmental, and medical-demographical conditions for ineffective management of Lviv Oblast was detected for educational services with the level of 3.6 out of 5 possible, moderate level – for living and environmental conditions (2.9 each), and the lowest one for medical services (2.7). The spread of deprivation components at the territory according to the level of positive migration aspirations analysis shown that the highest deprivation levels in Lviv Oblast are peculiar to components such as the quality of medical services (43.4%), income (36.5%), and living conditions (35.1%). This study is of practical value for forming landscape of territory migration capacity including weighed migration aspirations and socio-economic deprivation levels. AcknowledgmentsThe study has been conducted within the framework of Applied Research “Financial determinants of the provision of economic growth in the regions and territorial communities based on behavioral economy” with the support of the National Research Foundation of Ukraine (M. Dolishniy Institute of Regional Research of National Academy of Sciences of Ukraine, the grant Reg. No. 2020.02/0215, 2020-2022).
Akif Al-Khasawneh, Bassam Abu Khadar
Problems and Perspectives in Management, Volume 19, pp 206-216; doi:10.21511/ppm.19(2).2021.17

Abstract:
The research aims to investigate the most common types of organizational conflicts among employees in private hospitals and discover the impact of organizational conflicts on employee turnover. The research outlined the relationship between the variables to present the idea of organizational conflicts and employee turnover. The hypotheses were tested using a survey data of 340 questionnaires distributed randomly to employees working in four private hospitals in Jordan. Random selection of private hospitals was made among eight hospitals in the northern governorates of Jordan (Irbid, Jerash, Mafraq, and Ajlun), which are considered the largest districts in the country. The collected data were analyzed using the SPSS program, and initial statistical techniques were applied. The results showed that the highest level of impact of organizational conflicts on the internal turnover of employees was related to the conflict between employees and direct supervisors. However, the highest level of the impact of organizational conflicts on the external turnover of employees was related to the conflict between employees and top management. The low-level job conflicts of employees were those with owners and middle management. Thus, to create stability, prevent work pressure, and retain employees, managers of private hospitals necessarily need to provide an appropriate work environment, develop high level of well-being, and decrease the workload. AcknowledgmentsWe would like to thank Al-Balqa Applied University in the Kingdom of Jordan and the Institute of Public Administration in the Kingdom of Saudi Arabia for their kind support and for giving us access to the research facilities.
Halyna Lopuschnyak, Yurii Marshavin, Taras Kytsak, Оlena Iastremska, Yurii Nikitin
Problems and Perspectives in Management, Volume 19, pp 487-498; doi:10.21511/ppm.19(1).2021.41

Abstract:
The relevance of the paper is determined by the need to modernize social dialogue in Ukraine as a means of increasing the social responsibility of business organizations and a prerequisite for the country’s sustainable socio-economic development. The paper is aimed at reviewing and systematizing effective practices of modernization of social dialogue, which are revealed in the publications of foreign and Ukrainian scientists, high-ranking officials and public figures. These practices are considered from the standpoint of their expediency and the possibility of their implementation in the processes of social interaction of organizations of employees, employers and public authorities in Ukraine.A review of the foreign experience in organizing social dialogue convincingly demonstrates a fairly high level of efficiency in the European Union, which contributes to achieving a balance of interests of major economic actors, increasing their social responsibility. For Ukraine, it is expedient to introduce the European practice of the so-called broad approach to the organization of social dialogue, which provides for the expansion of its subjects at the expense of representatives of territorial entities, environmental, women’s, youth, cultural and other public organizations. The involvement of local governments, public and NGOs in solving the most important socio-economic problems will contribute to the spread of the practice of differentiating between social and public dialogue. In Ukraine, employee participation in corporate governance should be strengthened, access to shareholder income should be expanded, and institutional tools for regulating the collective bargaining process should be improved.
Folashade Owolabi, Solabomi Ajibolade, Uwalomwa Uwuigbe
Problems and Perspectives in Management, Volume 19, pp 91-103; doi:10.21511/ppm.19(2).2021.08

Abstract:
Performance measurement innovations (PMI) provide frameworks for the improvement of organizational performance. While developed economies have widely accepted PMI, little is known about their design and use in developing economies. This study aimed to investigate the relationship between the design and use of PMI and organizational outcomes among listed firms in Nigeria. Partial least squares structural equation modeling was adopted for the analysis using cross-sectional survey data comprising 126 corporate managers in the sampled listed companies. The results showed that all the path coefficients for design of PMI and customer perspective (β = 0.325, p < 0.0001), financial (β = 0.314, p < 0.0001), internal business process (β = 0.346, p < 0.0001), and learning and growth perspectives (β = 0.367, p < 0.0001) were significantly positive. This suggests that designing performance measures to include a diversity of measurement incorporating financial and non-financial measures would positively affect organizational outcomes. Besides, diagnostic use was found to have a negative effect on customer perspective (β = –0.315, p < 0.01), while the interactive use (β = 0.411, p < 0.01) of PMI demonstrated a positive effect on it. This implies that using PMIs in a diagnostic manner brings about a negative image of the customer perspective, but it is divergent for interactive use. AcknowledgmentThe authors sincerely appreciate Covenant University, Nigeria, for sponsoring this publication.
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