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.

This research study starts with the hypothesis that the personality traits of managers influence their leadership styles. Personality traits are taken from the model Big Five (McCrae and Costa) since it is one of the most dominant models of personality in modern psychology. Management styles (leadership) were investigated within the theories of transformational and transactional leadership, including laissez-faire style (Bruce Avolio & Bernard Bass). The research was conducted with 160 lower-level, middle-level and high-level managers in Serbia, employed in private and public sectors. From the questionnaire the NEO Personality Inventory (Serbian version, Kostić, P. 2002), and with the analysis of the main components, five dimensions of personality have been extracted: extraversion, neuroticism, conscientiousness, agreeableness and openness to experience. From the shorter version of Multifactor Leadership Questionnaire, three factors of leadership have been extracted: transformational, transactional and laissez-faire. The relationship between the received factors was checked by Pearson`s correlation coefficient and by multiple regression analysis. The received information showed that there is a statistically significant relationship between personality traits and leadership styles, and the most dominant relationship is between the transformational leadership style and extraversion (in a positive sense) and neuroticism (in a negative sense).

This study explores the conflict management styles of German and Serbian managers in multinational organisations in Serbia. Contrary to most previous cross-cultural studies on conflict management styles, we have analysed not only the impact of the dimensions of individualism vs. collectivism on conflict management styles, but the effect of power distance dimension also. Moreover, none of the previous studies have analysed the conflict of management styles of managers in Southeast Europe, let alone the influence of intercultural interactions in multinational organisations in that region. Our study is based on the survey of 205 German, and 214 Serbian, managers in German multinationals in Serbia. The findings reveal that German and Serbian managers use different conflict management styles and that the status of the conflict partners and gender affect managers’ conflict management styles.

The airline industry plays a vital role in global mobility and international trade, which makes the evaluation of its operational efficiency an important strategic task. This study evaluates and ranks the operational performance of passenger and freight air transport in Serbia over the period 2014–2023 by employing a fuzzy multi-criteria decision-making framework. Six key performance criteria were defined, with their weighting coefficients determined using the fuzzy MEREC method, while the ranking of alternatives was conducted using the fuzzy MARCOS method. The obtained results reveal noticeable variations in performance throughout the observed period and provide insights into efficiency trends in both passenger and freight segments of air transport. Furthermore, a sensitivity analysis confirmed the robustness and stability of the ranking outcomes. The findings of this research can support evidence-based decision-making and contribute to enhancing the operational efficiency and competitiveness of the air transport sector.

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.