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Prof. Zlatko Nedelko
Associate Prof.

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Research Keywords & Expertise

0 Business Ethics
0 CSR
0 Management Tools
0 Quantitative Analyses
0 Industry 4.0

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Industry 4.0
Management Tools
Business Ethics

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Short Biography

Zlatko NEDELKO, Ph.D. is an associate professor at the University of Maribor, Faculty of Economics and Business, Slovenia. His main research interests are management, leadership, business ethics, social responsibility, digitalization and Industry 4.0 challenges in organizations. He was a visiting researcher at Vienna University of Economics and Business, Austria (2012), and at Vilnius Gedminas Technical University, Vilnius, Lithuania (2014). In 2019, he was visiting professor at Obuda University, Budapest, Hungary. He has published his articles in peer reviewed scholarly journals including, but not limited to, Journal of Business Research, Journal for East European Management Studies, International Journal of Physical Distribution & Logistics Management, Journal of Business Economics and Management, Transformations in Business and Economics, Engineering Economics, System Practice and Action Research, E+M, Systems research and behavioral science, Journal of enterprising communities, Journal of Knowledge Economy, Management, Sustainability, Sensors. He also co-authored books with Pearson, Palgrave Macmillan, and IGI Global. He led several projects funded by the Slovene Human Resource Development and Scholarship fund. He also led several projects aimed at scientific cooperation with the United States of America, Germany, Russia, Hungary, Serbia and Croatia, funded by the Slovenian Research Agency.

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Journal article
Published: 18 May 2021 in Sensors
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The main purpose of this study was to examine how personal and organizational drivers influence the utilization of management tools aimed at supporting organizational working in Industry 4.0 settings. We built our research upon the recognized importance of management tools for organizational working under Industry 4.0 settings and explored the key personal and organizational drivers of management tool usage. Calculations were performed based on the responses of 222 employees working in organizations across Europe. The results revealed that, among personal drivers, a higher level of education leads to significantly higher usage of six sigma, rapid prototyping, outsourcing, customer relationship management, knowledge management, core competencies, and strategic planning. More experienced employees use significantly more six sigma, total quality management, supply chain management, knowledge management, and core competences than their less experienced peers. The impact of organizational drivers is substantially weaker, where only industry shows significant influence, indicating that lean production, six sigma, and supply chain management are used more in manufacturing than in service organizations. Gender, one’s position in the organization, and the organization size do not play a substantial role in management tool usage. Managers should recognize the role of personal and organizational drivers of management tool usage in order to more quickly implement Industry 4.0 principles in organizations.

ACS Style

Zlatko Nedelko. What Drives the Usage of Management Tools Supporting Industry 4.0 in Organizations? Sensors 2021, 21, 3512 .

AMA Style

Zlatko Nedelko. What Drives the Usage of Management Tools Supporting Industry 4.0 in Organizations? Sensors. 2021; 21 (10):3512.

Chicago/Turabian Style

Zlatko Nedelko. 2021. "What Drives the Usage of Management Tools Supporting Industry 4.0 in Organizations?" Sensors 21, no. 10: 3512.

Conference paper
Published: 14 May 2021 in 5th International Scientific Conference: Is it Time for a Total Reset?
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To get an insight into internalization processes of Slovenian MNEs and particularly to their activities in Germany, we adopted a distinctively qualitative approach and conducted semi-structured interviews with key actors of five major Slovene companies we used as case studies. Our study shows that several major assumptions regarding frontier and emerging market MNE international activities do not fit to Slovene companies. They were found to act as innovation leaders with high quality products and services, as well as with competitive pricing, as long as their technological capabilities are competitive. The liability of foreignness as well as the liability of country of origin are steeply declining with increasing technological capabilities in Slovene EMNEs. They also showed high institutional familiarity and suffered little from uncertainty. Our study also shows that Slovene companies partially show competitive advantages compared to their German counterparts. Moreover, our findings confirm that economic liberalization, in this case Slovenia’s entry into the European common market, is a significant force driving company growth and internationalization. Thereby, this study presents generalizable insights into the internationalization process from Central and Eastern Europe and anywhere where large multinationals are scarce yet.

ACS Style

Andreas M. Hilger; Thomas Steger; Zlatko Nedelko. Market Entries of Emnes in Developed Markets – A Case Study from Slovenia and Germany. 5th International Scientific Conference: Is it Time for a Total Reset? 2021, 1 .

AMA Style

Andreas M. Hilger, Thomas Steger, Zlatko Nedelko. Market Entries of Emnes in Developed Markets – A Case Study from Slovenia and Germany. 5th International Scientific Conference: Is it Time for a Total Reset?. 2021; ():1.

Chicago/Turabian Style

Andreas M. Hilger; Thomas Steger; Zlatko Nedelko. 2021. "Market Entries of Emnes in Developed Markets – A Case Study from Slovenia and Germany." 5th International Scientific Conference: Is it Time for a Total Reset? , no. : 1.

Conference paper
Published: 14 May 2021 in 5th International Scientific Conference: Is it Time for a Total Reset?
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The main aim of this draft paper is to discuss the progress towards Industry 4.0 in organizations, through the lenses of management tools utilization. Our discussion is based on the cognitions that management tools support organizational working under Industry 4.0 circumstances. According to the management tools utilization we argue about the level of Industry 4.0 implementation in organizations. Based on the current level of management tools utilization, it is evident that in the forefront are management tools, which are not tightly associated with supporting organizational working under Industry 4.0 circumstances, like outsourcing, benchmarking, knowledge management, etc, while commonly emphasized management tools for supporting organizational working under Industry 4.0 circumstances, are not in the forefront of use, like lean production, RFID, six-sigma, etc. Results allow us to argue that organizations are at the early stages of Industry 4.0 implementation in organizations. The paper offers some possible reasons for such state. This paper should also trigger questions, how to increase the level of Industry 4.0 implementation in organizations.

ACS Style

Zlatko Nedelko; Vojko Potočan. Progress Towards Industry 4.0 – a Management Tools Perspective. 5th International Scientific Conference: Is it Time for a Total Reset? 2021, 1 .

AMA Style

Zlatko Nedelko, Vojko Potočan. Progress Towards Industry 4.0 – a Management Tools Perspective. 5th International Scientific Conference: Is it Time for a Total Reset?. 2021; ():1.

Chicago/Turabian Style

Zlatko Nedelko; Vojko Potočan. 2021. "Progress Towards Industry 4.0 – a Management Tools Perspective." 5th International Scientific Conference: Is it Time for a Total Reset? , no. : 1.

Journal article
Published: 09 April 2021 in Sustainability
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The main purpose of this study was to examine the influence of leaders’ personal values on their democratic behavior from a sustainability perspective. We specified and tested the research model, drawing upon modified versions of the theory of basic values and the autocratic–democratic leadership continuum. A total of 208 Slovenian and 196 Austrian leaders’ responses were used in hierarchical regression and structural equation modeling analysis. The results reveal a significant and positive influence of collectivistic values in both samples on democratic leadership behavior. A significant and negative effect of individualistic values on democratic leadership behavior is present in Austria, while in Slovenia, the effect is positive but not significant. Based on acknowledged associations between leader’s values, leaders’ democratic leadership behavior, and sustainable development, we argue that democratic leadership behavior contributes to the sustainable working and behavior of organizations. These results have theoretical implications, indicating how personal values affect leaders’ democratic behavior and contribute to the sustainable working and behavior of organizations. The practical implications relate to the strengthening of leaders’ democratic behavior in Slovenian and Austrian organizations. In addition, these findings will be helpful in increasing the sustainability of organizations via fostering democratic leadership behavior and its underlying personal values.

ACS Style

Zlatko Nedelko; Vojko Potocan. Sustainability of Organizations: The Contribution of Personal Values to Democratic Leadership Behavior Focused on the Sustainability of Organizations. Sustainability 2021, 13, 4207 .

AMA Style

Zlatko Nedelko, Vojko Potocan. Sustainability of Organizations: The Contribution of Personal Values to Democratic Leadership Behavior Focused on the Sustainability of Organizations. Sustainability. 2021; 13 (8):4207.

Chicago/Turabian Style

Zlatko Nedelko; Vojko Potocan. 2021. "Sustainability of Organizations: The Contribution of Personal Values to Democratic Leadership Behavior Focused on the Sustainability of Organizations." Sustainability 13, no. 8: 4207.

Journal article
Published: 24 October 2020 in Journal of Business Research
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The purpose of this research is to examine the relationship between intellectual agility, entrepreneurial leadership (measured through future orientation and community building) and the innovativeness of micro and small businesses in an efficiency-driven economy. Building on nexus of entrepreneurial leadership, human capital and economics of innovation literature, a theoretical model has been developed and tested empirically on a sample of 110 micro and small businesses from Serbia, a country with an emerging efficiency-driven economy by means of the structural equation modelling. Intellectual agility of employees positively influences the innovativeness of micro and small businesses, but this effect is strongly mediated through entrepreneurial leadership. Future orientation contributes significantly to innovativeness and the ability to build community links; in turn it is affected by the intellectual agility. The main theoretical contribution of this research lies in the emphasized role of intellectual agility of employees in micro and small businesses’ innovativeness, in the context of the emerging concept of entrepreneurial leadership. The findings are useful for managers and owners of micro and small businesses in their efforts to enhance the innovation of their firms, which will rely on the potential of intellectual agility of employees and the central role of entrepreneurial leadership in the future.

ACS Style

Marina Dabić; Nebojša Stojčić; Marijana Simić; Vojko Potocan; Marko Slavković; Zlatko Nedelko. Intellectual agility and innovation in micro and small businesses: The mediating role of entrepreneurial leadership. Journal of Business Research 2020, 123, 683 -695.

AMA Style

Marina Dabić, Nebojša Stojčić, Marijana Simić, Vojko Potocan, Marko Slavković, Zlatko Nedelko. Intellectual agility and innovation in micro and small businesses: The mediating role of entrepreneurial leadership. Journal of Business Research. 2020; 123 ():683-695.

Chicago/Turabian Style

Marina Dabić; Nebojša Stojčić; Marijana Simić; Vojko Potocan; Marko Slavković; Zlatko Nedelko. 2020. "Intellectual agility and innovation in micro and small businesses: The mediating role of entrepreneurial leadership." Journal of Business Research 123, no. : 683-695.

Journal article
Published: 03 September 2020 in Sustainability
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The main purpose of this paper is to develop a framework for utilization of lean, agile, and leagile strategies in the supply chains, where the core idea of the framework is to improve the global sourcing practices. Based on in-depth interviews with supply chain professionals and grounded theory approach, we constructed a framework of global sourcing improvement to support better utilization of lean, agile, and leagile strategies, which we believe can help the supply chains worldwide to act better, especially in various difficult conditions and sustain their business accordingly. Our proposed framework also contributes to the UN’s Sustainable Development Goals, since the core concept of the framework is to establish a new organization under the umbrella of the UN to improve the global sourcing and consequently the usage of supply chain strategies accordingly. The applicative part of the paper reveals characteristics of new developed framework, ranging from its purpose and aims, structure, key processes, functions, and its financing. Along with validation of the framework are presented benefits for society, industry, and global economy. Additionally, the paper also reviews the impact of the current health and economic crisis caused by COVID 19, on usage of the three supply chain strategies namely; lean, agility, and leagility to see how they can work in the difficult time, as COVID 19.

ACS Style

Waleed Rashad; Zlatko Nedelko. Global Sourcing Strategies: A Framework for Lean, Agile, and Leagile. Sustainability 2020, 12, 7199 .

AMA Style

Waleed Rashad, Zlatko Nedelko. Global Sourcing Strategies: A Framework for Lean, Agile, and Leagile. Sustainability. 2020; 12 (17):7199.

Chicago/Turabian Style

Waleed Rashad; Zlatko Nedelko. 2020. "Global Sourcing Strategies: A Framework for Lean, Agile, and Leagile." Sustainability 12, no. 17: 7199.

Journal article
Published: 01 September 2020 in Naše gospodarstvo/Our economy
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The main aim of this contribution is to outline the role and importance of key performance indicators in the frame of Industry 4.0 implementation. These key performance indicators are presented as a cornerstone for industry 4.0 implementation in organizational practice, since they represent key input for needed data in digitalized organization. In that framework, the contribution first exposes some of the essential characteristics of “Industry 4.0”, followed by the methodology of key performance indicators (KPI). Next, the contribution outlined a proposed methodology for implementing KPIs in frame of Industry 4.0 adoption in organizations. Another section of the paper is dedicatd to the linkage between corporate social responsilbty and KPIs in frame of Industry 4.0. The paper also outlines implications, limitations and further research directions are outlined.

ACS Style

Simona Šarotar Žižek; Zlatko Nedelko; Matjaž Mulej; Živa Veingerl Čič. Key Performance Indicators and Industry 4.0 – A Socially Responsible Perspective. Naše gospodarstvo/Our economy 2020, 66, 22 -35.

AMA Style

Simona Šarotar Žižek, Zlatko Nedelko, Matjaž Mulej, Živa Veingerl Čič. Key Performance Indicators and Industry 4.0 – A Socially Responsible Perspective. Naše gospodarstvo/Our economy. 2020; 66 (3):22-35.

Chicago/Turabian Style

Simona Šarotar Žižek; Zlatko Nedelko; Matjaž Mulej; Živa Veingerl Čič. 2020. "Key Performance Indicators and Industry 4.0 – A Socially Responsible Perspective." Naše gospodarstvo/Our economy 66, no. 3: 22-35.

Journal article
Published: 19 June 2020 in Sensors
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The main purpose of this study is to examine how the use of management tools supports the readiness of manufacturing organizations for the implementation of Industry 4.0. The originality of the research is reflected in the exploration of the relationship between the use of the selected well-known management tools and their readiness for the implementation of Industry 4.0, which was assessed using a combination of two models—one developed by the National Academy of Science and Engineering (Acatech) and the other by the University of Warwick. The relationship was assessed by applying structural equation modeling techniques to a data set of 323 responses from employees in manufacturing organizations. The results show that the use of six sigma, total quality management, radio frequency identification, a balanced scorecard, rapid prototyping, customer segmentation, mission and vision statements, and digital transformation is positively associated with Industry 4.0 readiness. Inversely, outsourcing and strategic planning are negatively associated with Industry 4.0 readiness, while lean manufacturing, which is often emphasized as the cornerstone of Industry 4.0 implementation, is not associated with Industry 4.0 readiness in our study. These findings can help organizations to understand how to consider and measure readiness for the implementation of Industry 4.0 more comprehensively and present guidelines on how the use of management tools in manufacturing organizations can foster their implementation of Industry 4.0 principles.

ACS Style

Rok Črešnar; Vojko Potočan; Zlatko Nedelko. Speeding Up the Implementation of Industry 4.0 with Management Tools: Empirical Investigations in Manufacturing Organizations. Sensors 2020, 20, 3469 .

AMA Style

Rok Črešnar, Vojko Potočan, Zlatko Nedelko. Speeding Up the Implementation of Industry 4.0 with Management Tools: Empirical Investigations in Manufacturing Organizations. Sensors. 2020; 20 (12):3469.

Chicago/Turabian Style

Rok Črešnar; Vojko Potočan; Zlatko Nedelko. 2020. "Speeding Up the Implementation of Industry 4.0 with Management Tools: Empirical Investigations in Manufacturing Organizations." Sensors 20, no. 12: 3469.

Journal article
Published: 28 May 2020 in Sustainability
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This study combines two main challenges for organizations today, as it examines the alignment between personal values of future leaders and the values needed in the Industry 4.0 workplace. Based on the movement of the organizational environment toward a more multidisciplinary, open, collaborative and multicultural environment, we presuppose that the Industry 4.0 workplace requires a more benevolent, universally oriented and generally self-transcended leaders. Drawing upon Schwartz’s value theory, we examine the impact of Generations Y and Z’s personal values on their leadership inclination. The results from the survey of 371 young participants from Generations Y and Z reveal that self-enhancement (i.e., power and achievement), openness to change and conservation values most significantly affect leadership inclination. Meanwhile, benevolence, universalism and general self-transcendence values—cornerstones of the Industry 4.0 workplace—show negative effects on leadership inclination in the frame of the Industry 4.0 workplace. This indicates a poor fit between the values of future leaders and the values of the Industry 4.0 workplace. These findings have significant implications for human resource management in future organizations and contribute to the understanding of future leaders. In addition, the findings can help organizations to manage sustainable workings in an Industry 4.0 environment.

ACS Style

Rok Črešnar; Zlatko Nedelko. Understanding Future Leaders: How Are Personal Values of Generations Y and Z Tailored to Leadership in Industry 4.0? Sustainability 2020, 12, 4417 .

AMA Style

Rok Črešnar, Zlatko Nedelko. Understanding Future Leaders: How Are Personal Values of Generations Y and Z Tailored to Leadership in Industry 4.0? Sustainability. 2020; 12 (11):4417.

Chicago/Turabian Style

Rok Črešnar; Zlatko Nedelko. 2020. "Understanding Future Leaders: How Are Personal Values of Generations Y and Z Tailored to Leadership in Industry 4.0?" Sustainability 12, no. 11: 4417.

Chapter
Published: 29 June 2019 in Personal Values and Managerial Behaviour
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The main purpose of this chapter is to outline the characteristics of a Central European transforming economy (Slovenia), the state of managers’ behaviour according to the newly developed framework for examination of managers’ behaviour and the associations between managers’ personal values and behaviour. The chapter focuses on the empirical examination of managers’ behaviour and personal values and the associations between the two in Slovenian organizations. The assessments are based on 259 answers from managers in Slovenian organizations. First, an overview of managers’ personal values and behaviour in Slovenia is given. Next, the chapter explores relations between, on the one hand personal values and managers’ behaviour considered as a single entity and, on the other, personal values and five single characteristics of managers’ behaviour. The chapter concludes by looking at the implications of this analysis.

ACS Style

Zlatko Nedelko; Vojko Potocan. Values and Managerial Behaviour in Slovenia: A Transforming Economy. Personal Values and Managerial Behaviour 2019, 89 -128.

AMA Style

Zlatko Nedelko, Vojko Potocan. Values and Managerial Behaviour in Slovenia: A Transforming Economy. Personal Values and Managerial Behaviour. 2019; ():89-128.

Chicago/Turabian Style

Zlatko Nedelko; Vojko Potocan. 2019. "Values and Managerial Behaviour in Slovenia: A Transforming Economy." Personal Values and Managerial Behaviour , no. : 89-128.

Chapter
Published: 29 June 2019 in Personal Values and Managerial Behaviour
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The main purpose of this chapter is to address the links between values and management behaviour within the Germanic values system. The chapter provides an insight into the typical characteristics of the Germanic values system and of organizations operating in the area with prevailing Germanic value system. Findings are based on studies that utilize different frameworks for examining managers’ behaviour, as well as values. The majority of the chapter is dedicated to the empirical examination of managers’ personal values and behaviour and their associations, by using our newly developed framework on a sample of Austrian managers. Based on the answers of 196 managers from Austrian organizations, the chapter first outlines the current state of personal values of managers and of management behaviour in Austria. Next, it outlines the relations between, on the one hand, personal values and managers’ behaviour considered as a single entity, and, on the other hand, and personal values and five single characteristics of managers’ behaviour. The chapter concludes by looking at the implications of these findings.

ACS Style

Zlatko Nedelko; Vojko Potocan. Values and Managerial Behaviour in Austria: A Well-Developed Economy. Personal Values and Managerial Behaviour 2019, 129 -165.

AMA Style

Zlatko Nedelko, Vojko Potocan. Values and Managerial Behaviour in Austria: A Well-Developed Economy. Personal Values and Managerial Behaviour. 2019; ():129-165.

Chicago/Turabian Style

Zlatko Nedelko; Vojko Potocan. 2019. "Values and Managerial Behaviour in Austria: A Well-Developed Economy." Personal Values and Managerial Behaviour , no. : 129-165.

Chapter
Published: 29 June 2019 in Personal Values and Managerial Behaviour
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This chapter summarizes the main findings of the book and outlines the current state of managers’ behaviour in Slovenia and Austria as well as the impact of personal values on manager behaviour. We briefly outline the central idea of the book, with an emphasis on the development of our new framework for measuring managers’ behaviour and its distinctive features in comparison with the well-known frameworks already in use. Next, the chapter summarizes characteristics of managers’ behaviour and the state of management values in Slovenia and Austria, while the focus is on key findings about the associations between managers’ personal values and their behaviour in organizations from the two countries. The chapter concludes by exploring issues regarding changing values and looks ahead to future perspectives.

ACS Style

Zlatko Nedelko; Vojko Potocan. Summary and Future Outlook. Personal Values and Managerial Behaviour 2019, 167 -173.

AMA Style

Zlatko Nedelko, Vojko Potocan. Summary and Future Outlook. Personal Values and Managerial Behaviour. 2019; ():167-173.

Chicago/Turabian Style

Zlatko Nedelko; Vojko Potocan. 2019. "Summary and Future Outlook." Personal Values and Managerial Behaviour , no. : 167-173.

Chapter
Published: 29 June 2019 in Personal Values and Managerial Behaviour
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The main purpose of this chapter is to develop a new framework for investigation of managers’ behaviour, to provide a detailed description of the proposed framework and outline starting points for empirical research into associations between managers’ personal values and behaviour. Building upon existing approaches to examining managers’ behaviour, the chapter outlines typical characteristics of managers’ behaviour, framed under the autocratic–democratic behaviour continuum. Next, the chapter provides a thorough description of the framework from a methodological viewpoint. In line with aims of this book, with its focus on personal values and managers’ behaviour in transforming and well-developed economies in Central Europe, key starting points for empirical research are provided. This chapter reveals the most significant differences in managers’ perception of values and behaviour in Slovenia and Austria.

ACS Style

Zlatko Nedelko; Vojko Potocan. Towards a New Framework for Measuring Managerial Behaviour: An Initial Approach. Personal Values and Managerial Behaviour 2019, 71 -88.

AMA Style

Zlatko Nedelko, Vojko Potocan. Towards a New Framework for Measuring Managerial Behaviour: An Initial Approach. Personal Values and Managerial Behaviour. 2019; ():71-88.

Chicago/Turabian Style

Zlatko Nedelko; Vojko Potocan. 2019. "Towards a New Framework for Measuring Managerial Behaviour: An Initial Approach." Personal Values and Managerial Behaviour , no. : 71-88.

Chapter
Published: 29 June 2019 in Personal Values and Managerial Behaviour
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The main purpose of this chapter is to comprehensively examine the role of managers’ personal values in terms of influencing behaviour. First, the chapter introduces existing studies about the relations between individuals’ personal values and managers’ behaviour, where values are considered as key drivers of manager behaviour in organizations. The chapter describes the phenomena of personal values and their empirical examination within the frame of management, as well as psychological literature. Various approaches to measuring personal values are presented. Since we base our discussion and measurement of values on Schwartz’s Theory of Basic Human Values, we present this theory comprehensively. Based on the literature review, we try to emphasize the most influential personal values and groups of values that determine managers’ behaviour, regardless of the methodology used for measuring personal values or the approach to examining managers’ behaviour. The last part of the chapter provides an overview of the links between the most significant personal values and managers’ behaviour, and outlines typical single values and dimensions of values for managers’ behaviour in modern organizations.

ACS Style

Zlatko Nedelko; Vojko Potocan. Personal Values and Managerial Behaviour. Personal Values and Managerial Behaviour 2019, 49 -70.

AMA Style

Zlatko Nedelko, Vojko Potocan. Personal Values and Managerial Behaviour. Personal Values and Managerial Behaviour. 2019; ():49-70.

Chicago/Turabian Style

Zlatko Nedelko; Vojko Potocan. 2019. "Personal Values and Managerial Behaviour." Personal Values and Managerial Behaviour , no. : 49-70.

Chapter
Published: 29 June 2019 in Personal Values and Managerial Behaviour
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The main purpose of this chapter is to present the scope and the content of the book by outlining its central ideas—that is, how personal values influence managers’ behaviour. The chapter provides an overview of the literature about managers’ behaviour, their personal values and the correlations between the two. The discussion in this chapter lays out: (1) foundations for the study of management and managers in organizations; (2) foundations for the study of values, attitudes and the behaviour of managers; and (3) the main gaps in examinations of managers’ behaviour. Management studies of organizations and their various stakeholders have shown the importance of managers as a group of specialists charged with the accomplishment of desired (and well-grounded) goals and objectives of organizations through the administration and coordination of operations and through cooperation with other organizational stakeholders. In terms of theoretical applications, this chapter presents recommendations for further methodological and contextual study of personal values, behaviour and correlations between behaviour factors of managers. Practical applications include suggestions for the development of appropriate behaviour in organizations and the improvement of managers’ beliefs-values-attitudes-behaviour chain, and the benefits and drawbacks of managers’ behaviour are outlined.

ACS Style

Zlatko Nedelko; Vojko Potocan. Personal Values and Managerial Behaviour: A Gap in the Knowledge. Personal Values and Managerial Behaviour 2019, 1 -22.

AMA Style

Zlatko Nedelko, Vojko Potocan. Personal Values and Managerial Behaviour: A Gap in the Knowledge. Personal Values and Managerial Behaviour. 2019; ():1-22.

Chicago/Turabian Style

Zlatko Nedelko; Vojko Potocan. 2019. "Personal Values and Managerial Behaviour: A Gap in the Knowledge." Personal Values and Managerial Behaviour , no. : 1-22.

Chapter
Published: 29 June 2019 in Personal Values and Managerial Behaviour
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The main purpose of this chapter is to consider the role and outline the drivers of managers’ behaviour for organizations. First, the chapter presents some possible approaches to empirically examining and measuring these drivers, and reveals a promising concept for values-culture-ethics-norms drivers. Studies have revealed fundamental behaviour drivers which we have utilized as building blocks in our study. Second, based on the abundant literature about behavioural drivers, we suggest a theoretical framework for broader consideration of drivers and correlations between drivers and managers’ behaviour. This framework will offer a broader sense of outlined drivers in the literature, with which we want to provide a comprehensive overview of important internal and external impacts on managers’ behaviour. Finally, the chapter discusses the changing role of important behaviour drivers in the current global environment. The discussion focuses on the role and importance of personal values in organizations in Slovenia and Austria, which will provide necessary additional knowledge for further discussion in subsequent chapters. In terms of theoretical applications, this chapter presents additional information for further study of managers’ behaviour drivers and their specifics in organizations which operate under various different circumstances. Practical applications focus on improvement of understanding of behaviour drivers, implementation of drivers in managers’ beliefs-values-attitudes-behaviour chains and recognition of drivers’ various characteristics under different circumstances.

ACS Style

Zlatko Nedelko; Vojko Potocan. Drivers of Managerial Behaviour. Personal Values and Managerial Behaviour 2019, 23 -48.

AMA Style

Zlatko Nedelko, Vojko Potocan. Drivers of Managerial Behaviour. Personal Values and Managerial Behaviour. 2019; ():23-48.

Chicago/Turabian Style

Zlatko Nedelko; Vojko Potocan. 2019. "Drivers of Managerial Behaviour." Personal Values and Managerial Behaviour , no. : 23-48.

Journal article
Published: 05 June 2017 in Kybernetes
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Purpose The aim of this paper is to report about a requisitely holistic examination of the business ethics, focused on internal gaps between company’s and employees’ ethics. Contribution considers reasons for emergence of business ethics’ internal gaps and their appearance forms. Design/methodology/approach The authors specify and test model drawing upon modified versions of the ethics and management theory. In all, 1,125 responses were analyzed from an on-going survey conducted biannually among employees in Slovenian companies in the past decade. Findings Results reveal that company’s real business ethics remained steady over the decade, while employees’ real business ethics have significantly improved. Significant differences exist between employees’ and company’s real business ethics and shape internal business ethics’ incompatibilities. Finally, results reveal a significant influence of employees’ real business ethics on company’s real business ethics. Research limitations/implications Research is limited to postulated hypotheses, qualitative consideration of internal gaps of business ethics and quantitative analysis of business ethics’ development in the considered Slovenian companies in the past 10 years. Practical implications The authors rethought the habit of separated consideration of managerial business ethics and employees’ ethics as well as the presumption about congruence between company’s and employees’ business ethics. The requisitely holistic understanding and consideration of internal gaps of business ethics is suggested. Originality/value Available literature does not provide a similar model for a requisitely holistic consideration of internal gaps of business ethics. The study confirms the proposed model of business ethics gaps.

ACS Style

Zlatko Nedelko; Matjaz Mulej; Vojko Potocan. How to requisitely holistically consider internal gaps of business ethic. Kybernetes 2017, 46, 914 -932.

AMA Style

Zlatko Nedelko, Matjaz Mulej, Vojko Potocan. How to requisitely holistically consider internal gaps of business ethic. Kybernetes. 2017; 46 (6):914-932.

Chicago/Turabian Style

Zlatko Nedelko; Matjaz Mulej; Vojko Potocan. 2017. "How to requisitely holistically consider internal gaps of business ethic." Kybernetes 46, no. 6: 914-932.

Journal article
Published: 05 February 2017 in Journal of Business Economics and Management
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The paper analyses the environmental Kuznets curve relationship between greenhouse gases and chosen indicators of economic development based on the panel data of 20 countries of the EU in the period 2006–2013. Besides the typical variables, such as the share of a particular polluting industry, environmental taxes, energy taxes, research and development, the dummy variable of the crises and enterprise’s sustainability score were also included in the model. The fixed effect panel model was used as a framework for the analysis. The original contribution of this paper is that the factor referring to the enterprises’ sustainability was empirically tested in the expanded model. Higher energy taxes, research and development and the number of sustainable enterprises decrease the level of greenhouse gases. The size of agriculture, production and construction has a positive sign, which means that a higher value of the indicator is associated with a higher level of greenhouse gases. This implies that the analysed set of factors can be applied to adjust the trend in the region and might be useful for the climate change policy adjustment.

ACS Style

Giedrė LAPINSKIENĖ; Kęstutis Peleckis; Zlatko Nedelko. TESTING ENVIRONMENTAL KUZNETS CURVE HYPOTHESIS: THE ROLE OF ENTERPRISE’S SUSTAINABILITY AND OTHER FACTORS ON GHG IN EUROPEAN COUNTRIES. Journal of Business Economics and Management 2017, 18, 54 -67.

AMA Style

Giedrė LAPINSKIENĖ, Kęstutis Peleckis, Zlatko Nedelko. TESTING ENVIRONMENTAL KUZNETS CURVE HYPOTHESIS: THE ROLE OF ENTERPRISE’S SUSTAINABILITY AND OTHER FACTORS ON GHG IN EUROPEAN COUNTRIES. Journal of Business Economics and Management. 2017; 18 (1):54-67.

Chicago/Turabian Style

Giedrė LAPINSKIENĖ; Kęstutis Peleckis; Zlatko Nedelko. 2017. "TESTING ENVIRONMENTAL KUZNETS CURVE HYPOTHESIS: THE ROLE OF ENTERPRISE’S SUSTAINABILITY AND OTHER FACTORS ON GHG IN EUROPEAN COUNTRIES." Journal of Business Economics and Management 18, no. 1: 54-67.

Journal article
Published: 27 January 2016 in Journal of the Knowledge Economy
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The main objective of this paper is to examine the importance of influential employee’s personal values, which shape development of innovations among employees in enterprises. Enterprises can use for realization of sustainable development different economic concepts of new economy, like very promising creative economy, which inter-relates creativity, knowledge and innovation economies. The paper presents implementation of creative economy in enterprises with research of importance of most influential personal values of employees for development of innovations. Data were collected from 173 employees in Slovenian and 226 employees from Croatian enterprises. This research reduces the gap between well spread theoretical research and less empirical evidences of the theoretical cognitions for a selected problem. The empirical research has revealed the differences in the perception of employees’ personal values, which shape development of innovations between Slovenia and Croatia employees. The paper also reports about the importance of selected personal values of employees, which primarily determine enterprises’ innovations—i.e., creativity, exciting life, varied life and ambition and tests the differences in the employees’ perceived importance of personal values, regarding the impacts of: (1) the country of origin, (2) employees’ work experience, and (3) interaction effect of country of origin and work experiences.

ACS Style

Marina Dabic; Vojko Potocan; Zlatko Nedelko. Personal values supporting enterprises’ innovations in the creative economy. Journal of the Knowledge Economy 2016, 8, 1241 -1261.

AMA Style

Marina Dabic, Vojko Potocan, Zlatko Nedelko. Personal values supporting enterprises’ innovations in the creative economy. Journal of the Knowledge Economy. 2016; 8 (4):1241-1261.

Chicago/Turabian Style

Marina Dabic; Vojko Potocan; Zlatko Nedelko. 2016. "Personal values supporting enterprises’ innovations in the creative economy." Journal of the Knowledge Economy 8, no. 4: 1241-1261.