The primary goal of this research is to identify which factors most significantly influence customer satisfaction in the last-mile delivery (LMD) process. The sample comprised 907 participants (63.4% female) with a mean age of 34.90. All participants completed three questionnaires regarding LMD, customer satisfaction, and trust in courier service. Furthermore, participants answered questions related to significant aspects of the delivery process: speed, price, and courier call before delivery. To determine which factors most significantly influence customer satisfaction in LMD, structural equation modeling (SEM) was applied. The tested SEM model showed a good fit. The results indicated that within the LMD dimension, visual appeal was a significant predictor in a negative direction, and all other LMD dimensions (except parcel tracking) were positive and significant predictors of customer satisfaction. Trust in courier service, delivery price, speed, and courier call before delivery were statistically significant predictors of customer satisfaction in last-mile delivery, all in a positive direction.

In this paper, the authors discuss knowledge management, with a focus on knowledge sharing. Knowledge sharing is dependent on trust and cooperation, which are elements of organizational culture. One specific aspect of organizational culture is of particular interest for knowledge sharing. This aspect consists of values, beliefs and atmosphere that characterize common mental space accepted by knowledge workers which affect behavior and readiness to share knowledge. This aspect of organizational culture is called collaborative climate and can be described as the 'permeability' of the human infrastructure for knowledge sharing. Collaborative climate in an organization can be considered as an environment that provides support to knowledge workers to create new knowledge that will be translated into a value, which will become competitive advantage of an organization. A questionnaire for assessing two dimensions of the collaborative climate: Organizational Culture and Employee Attitude was used as an instrument in this research. The main research questions in this paper are: 1) Is there a statistically significant difference between attitudes towards collaborative climate of managers and employees? 2) Is there a statistically significant difference between attitudes towards collaborative climate in capital intensive and knowledge intensive organizations? Research hypotheses emerged from the main research questions. The survey was conducted in order to answer research questions. Data collection was carried out in 2016 throughout the territory of the Republic of Serbia. The sample in this research consisted of 114 managers from 78 randomly selected SMEs from the database of the National Agency for Regional Development. Afterwards, 647 employees were surveyed from those same companies, and in total 761 valid responses were collected. Principal component analysis was applied to the data. In order to check for statistically significant differences, factor scores were tested using Leven's homogeneity test of variance and t-test. Data analysis indicated the existence of statistically significant differences between employee and managers attitudes in their assessment of collaborative climate in capital intensive and knowledge intensive organizations.

Entrepreneurial ecosystems are the main driver of the widespread trend of digitalization, and they open opportunities for the advancement of the digital economy. The digital economy makes its progress through innovative enterprises that can ensure global progress. In order to effectively use the opportunities that open up the process of digitalization, information is needed on how much the Republic of Serbia is able to support the process of discovering entrepreneurship, which is stimulated by digitalization, which is the subject of this paper. The aim of this paper is to analyze the digital entrepreneurial system of the Republic of Serbia, as well as to identify indicators that hinder the development of this system, using appropriate instruments and methods that will be presented in detail in the paper. The results have demonstrated that the starting point for improvement of the digital entrepreneurial system is in the field of finance, with a particular focus on companies in the startup and stand-up phases. Furthermore, a comparative analysis will showcase the digital entrepreneurial system of the Republic of Serbia and the member states of the European Union, where it will be seen that the digital entrepreneurial system of the Republic of Serbia is lagging behind the member states of the European Union in its growth and development. The results will serve as the starting point for policymakers to improve the process of digitalization and the digital entrepreneurial system as a whole. The results show the starting point for the improvement of entrepreneurship in the Republic of Serbia, that is, how small, and medium-sized enterprises can be encouraged on the path to their successful management.

Background: Research on the topic of determining success of online learning is on the rise. Defining the key success factors, i.e. determinants of online learning success, is extremely important, especially at present as all higher education institutions have been forced to try their hand at teaching with the help of technology. Purpose: Thus a research examining factors of learning outcomes of online learning was conducted. Learning outcomes were modelled as dependent variable, while the set of independent model variables included: course design, student motivation, student self-regulation and dialogue (instructor-student, student-student). Study design/methodology/approach: Five research hypotheses were tested by analysing data collected from the students of the University of Novi Sad. A structured questionnaire was employed to collect data on the attitudes of users (students) to online learning. Respondents expressed their views (perception) about statements and valued them on a 5 point Likert scale. The instrument was applied to a sample of 360 responses using PLS structural equation modelling. Findings/conclusions: All five hypothesis were supported with the analysis, confirming the importance of research from the aspect of contribution to the literature dedicated to identifying the key success factors of online learning. Additional contribution refers to the research conducted in Serbia, i.e. at the University of Novi Sad. Limitations/future research: A more detailed analysis of the model itself and the possibility of finding the interdependence of constructs that affect perceived learning outcomes and user satisfaction remains as an area for further research.

In this paper the authors discuss organizational culture with focus on differences between characteristics of organizational culture in traditional economy and knowledge economy. In the literature, knowledge economy is considered to be a platform on which Industry 4.0 is based. In the knowledge economy, knowledge is the key resource while innovation capacity of employees is the key competitive advantage. That places people at the centre of research relating to the success of organizations in the knowledge economy. People are carriers of both; the key resource - knowledge, and the key capacity - innovation. Human capital is usually divided into three categories in scientific literature: 'traditional', 'convertible' and 'creative'. Creative human capital implies the ability to set the tasks independently, the ability to switch between various activities, high professional autonomy, continuing education, and knowledge sharing. Creative human capital is the accelerator of transition from developing economy to knowledge economy. The importance of human capital and the aforementioned key characteristics of the knowledge economy, and its specific aspects relating to knowledge sharing and autonomy of knowledge workers, place the organizational culture at the centre of our research. The main research question in this paper is: Is it possible to identify and measure perception of organizational culture and its various dimensions in Serbia and Southern California using Pareek's OCTAPACE instrument? From the main research question the research hypothesis emerged. In order to answer the research question and to support research hypothesis, the survey was conducted in which the organizations from Serbia were considered to be from transitional economy, and organizations from Southern California were considered to be the standard for the knowledge economy. This paper presents the results of survey conducted on a sample of383 executives and employees from organizations in Serbia and Southern California, using Pareek's instrument for the OCTAPACE model of organizational culture. Given that Industry 4.0 concept requires continuous innovation, education and knowledge sharing that not only depends on the people's skills and attitudes, but also on organizational culture, results from this research should be useful to organizations in transitional economy as they attempt to keep pace with organizations from knowledge economies.

Human–technology relationships have become core strategic capabilities and enablers of enterprise sustainability. Contemporary interactions between humans and technology are undergoing a profound transformation toward a more human-centric and value-oriented paradigm, aiming for Industry and Society 5.0, a shift that is particularly salient in banking. The influence of customer experience quality on the strategic foundations of enterprise management is being fundamentally redefined. The purpose of this research is to assess the influence of customer experience on marketing outcomes in the banking industry. To analyze the directions, strengths, and statistical significance of relationships, structural equation modeling (SEM) using partial least squares (PLS) was employed. The research model was tested on a sample of 616 valid responses from customers of banking services in Serbia. The research shows that customer experience positively impacts customer satisfaction, behavioral loyalty intentions, and word-of-mouth, making it a strong predictor of marketing outcomes. The moderating roles of gender, customer segment, and respondents’ regional affiliation were tested, identifying variables that moderate significant relationships between customer experience and marketing outcomes, unveiling detailed insights into demographic and segmentation disparities. The findings offer robust empirical support for managerial decision making in customer experience enhancement initiatives.