Recently, entering new firms into a competitive market is getting harder due to different industry barriers. Addressing this concern, the aim of this paper is to measure the relationship between industry barriers that prevent the entry of new rivals and increase the profitability of incumbent firms. The study was based on the data of one hundred and seven executives of firms that operate in the Republic of Kosovo, and it attempts to assert and order the market entry barriers. The responses were collected by questionnaires and the econometric model was constructed, to test this relationship. The findings were obtained using descriptive statistics, Pearson correlation, and multivariate regression. Econometric results indicated that seven dimensions of industry barriers have a direct and positive impact on the profitability of incumbents and serve as barriers for new firms to enter the market, and showed that business executives in Kosovo perceive capital requirements of non-incumbents as the most important entry barrier, whereas access to distribution channels as the least important. The theoretical and practical implications of these findings are discussed and explained.

Purpose – to identify the relationship between the transformational leadership approach and team performance, to analyze the existing literature that expresses the role of transformational leadership on team performance and to create a guideline for the leaders to increase their performance. Design/Method/Approach. To achieve the purpose o.f the study 86 articles and books were analyzed in terms of transformational leadership, team performance, and the relationship between these two concepts. Findings. Leadership is one of the essential words in today’s organizational direction. Despite that, transformational leadership has excellent attention on leadership theory. A few numbers of researches are done on analyzing the relationship between transformational leadership and team performance. The findings show that transformational leadership remains the most crucial leadership style in improving team performance. Originality / Value. The originality of the study is that no one researcher before has analyzed the relationship between transformational leadership and team performance, like this study, which includes analyzing the existing literature over 50 years of research made on this topic by numerous researchers. Theoretical implications. This study's theoretical significance increases opinion and change of judgment for performance appraisal on the working life quality. Practical implications. The practical benefit of this study is that it provides a guideline for managers use the leadership style correctly to increase the performance of a team, and as a result their organization. Research limitattions / Future research. The projections for further research are to analyze the relationship between the transformational leadership approach and team performance, add other dimensions, and measure their common effects on such relationship. Paper type – theoretical.

Purpose – What are the effects of implementing various types of innovation, including product, process, and technological innovations, on the performance of SMEs in the manufacturing sector? This is a question that preoccupies us a lot. This study seeks to examine the individual and integrated effects of these innovations. Indeed, we examine the impact of three categories of innovation – product, process, and technological innovation – on the performance of SMEs in the manufacturing industry. Research methodology – We used a quantitative approach to execute this research, selecting SMEs at random using self-administered questionnaires. The data collected from 153 manufacturing SMEs was analyzed using hierarchical linear regression to investigate, evaluate, and refine the relation among product, process, and technological innovation and SME performance. Findings – This study’s findings reveal a clear and direct relationship between these three forms of innovation and SMEs’ performance. This study also provides empirical evidence that various forms of innovation, either examined individually or as integrated, exert a positive effect on the performance of SMEs in the manufacturing industry. Limitations – This study focuses on Kosovo-based SMEs, with the assumption of an upright connection between variables. Future studies can examine the existence of reverse causality in a variety of regional, cultural, and industrial settings. Originality/Value – This study significantly advances existing knowledge by providing useful insights into the complex interplay among product, process, and technological innovation (examined from both individual and integrated perspectives) as well as the performance of SMEs in the manufacturing industry.