Students acquire learning material in different ways. Some prefer to read, some prefer to listen, others use the third type of sense. Traditional teaching uses only one of these teaching strategies since it is impossible to use all of them in the classroom. However, these days, adaptive e-learning systems enable learning material to be customized to the individual needs of learners. For the purpose of this paper, the researchers designed a model of the adaptive learning management system and implemented it in Moodle. The system was evaluated on 228 students. The incorporation of learning styles in Moodle is based on the VAK learning style model. The authors analysed the effects and effectiveness of an adaptive e-learning system. It was discovered that there are significant differences in learning effectiveness, satisfaction and motivation when students use an adaptive e-learning module in comparison to a standard e-learning module. Moreover, we investigated the durability of knowledge acquired with an adaptive e-learning system by comparing the performance of students not only after the completion of the course but also a month after the course. The results of the research confirmed the authors’ expectations and showed that an adaptive e-learning system can increase students’ learning results. So far, to our knowledge, no study has evaluated the performance between a control and experiment group a few months after the completion of the course, i.e. by analysing the durability of knowledge acquired through an adaptive e-learning system. Moreover, the motivation of students to continue using an adaptive e-learning system hasn’t been analysed until now.

Teamwork requires quality two-way communication in a team, both formal and informal, which can only be achieved by increased engagement of senders and recipients of information in the communication process. Quality communication removes, or minimizes, psychological, semantic, physical and technical obstacles to the communication process. Successful functioning of a team requires constant exchange of information between team members, creating a favorable organizational climate (team atmosphere), motivating team members, encouraging team members to creative work and initiative and subtly guiding team members towards the goal.

This is the first study on the tradition and cultural heritage of the rakija market based on consumer behavior analysis. The primary objective is to investigate the impact of cultural tradition on consumer behavior regarding the purchase of rakija, the national alcoholic beverage of Serbia. The secondary objective of this research is to measure the magnitude to which the marketing program of distilleries influences consumers’ purchases of rakija. The research data were collected in Serbia from December 2023 to March 2024 utilizing a survey approach. Electronic data collection was carried out through an online questionnaire. The study sample comprised 608 valid respondents (n=608) who were chosen randomly. Traditional cultural heritage affects the purchase of rakija; however, the UNESCO recognition of šljivovica as part of its intangible heritage list does not. Moreover, the marketing program of distilleries affects the purchase of rakija. However, the effect sizes of these phenomena are insignificant.

Due to globalization, companies are exposed to a culturally diversified workforce; therefore, great emphasis is placed on identifying the most effective leadership style that would be able to manage such a workforce. Although numerous studies have attempted to identify successful leadership styles in different cultural settings, none have focused on the perceptions of top managers who work in multinational corporations (MNCs) in culturally diversified surroundings. Thus, our research attempts to identify the most preferred leadership style and characteristics from the perspective of top managers in MNCs in the United Arab Emirates (UAE). The 13 leadership characteristics analyzed in this study were generated from the 21 characteristics found by Global Leadership and Organizational Behavior Effectiveness (GLOBE) research. The participants, top managers in MNCs, needed to evaluate leadership styles by considering leadership characteristics. To ensure the objectiveness of the study, we analyzed their answers by applying the Fuzzy Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) method. The results indicated that the most preferred leadership characteristics were visionary, inspirational, collaborative team-oriented, and performance-oriented. Moreover, the transformational leadership style emerged as the most preferred leadership style. The study’s findings show that top managers believe that employees in MNCs in the UAE seek a leader with a vision who will inspire, motivate, and help them fulfill their true potential.

Purpose: This study aims to examine the relationship between work ethics and organizational performance and investigate the influence of respondents’ career stages on their work ethic among British, United Arab Emirates (UAE) and Serbian nations. Design/methodology/approach: This research is based on a survey of British, UAE and Serbian managers, whose task was to assess the dimensions of the multidimensional work ethic profile (MWEP) and organizational performance. Since the MWEP does not analyze work ethics in the context of religion, it is deemed the most suitable instrument for this study because it analyzes work ethics among the three cultures that practice different religions. Findings: The results revealed that national culture impacts work ethics. British managers place greater value on the wasted time, self-reliance and morality dimensions of work ethics. Serbian managers prefer the leisure and delay of gratification dimensions, while UAE managers value hard work ethics more than the other two groups of managers. The study also shows that respondents’ career stage influences their work ethic, and a significant relationship exists between different dimensions of work ethics and organizational performance in all three nations. Originality/value: This study contributes to the theory by analyzing work ethic and its relationship with organizational performance and respondents’ career stages in three nations that share business interests. It addresses a research gap by comparing work ethics in developed, developing and a country in socio-economic transition.