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Call for papers – Special Issue
Emerging digital technologies and their influence on elimination of supply chain vulnerability

This special issue aims to systematize and expand knowledge about the possibilities and barriers of using digital technologies to eliminate the vulnerability of supply chains. A specific focus of this special issue is about the use of emerging digital technologies and technical solutions in enhancing lean, agile, resilient and green aspects of supply chains. Important dates – submission open date: 1.5.2023, manuscript submission deadline: 31.10.2023. More information here.

Aims & Scope

The journal E&M Economics and Management (E&M) publishes high quality original research articles and scientific studies based on theoretical and empirical analyses. E&M encourages new intriguing ideas and new perspectives on existing state of knowledge.
Among the key topics covered are Economics, Business Administration, Finance, Management, Information Management, and Marketing & Trade. More information here.

Ekonomie The journal E&M Economics and Management (E&M) publishes high quality original research articles and scientific studies based on theoretical and empirical analyses. E&M encourages new intriguing ideas and new perspectives on existing state of knowledge.
Among the key topics covered are Economics, Business Administration, Finance, Management, Information Management, and Marketing & Trade. More information here.

Warning

Editorial office of the journal E&M Economics and Management warns that there have recently emerged false offers promising mediation of publishing in our journal for a certain fee. Editorial office declares that we do not keep such cooperation. Every single review process is standartized and transparent. If you are interested in publishing with E&M, contact our editorial office directly. The journal does not have any intermediaries abroad.

Choice of articles of current issue

Employee Attitude to Organisational Change in Small and Medium-Sized Enterprises

Peter Karácsony, Zdenko Metzker, Tihana Vasic, Judit Petra Koltai

The paper’s aim is, in a broader sense, human resource management in the context of change management. Different groups of individuals manage change differently. Therefore, it is essential, appropriate and expedient to examine the perception of change in the 21st century. Changes are happening more and more frequently due to scientific and technical progress. Changes are part of the life of every single member of society or every organisation. Therefore, a study of this issue must be considered justified. This paper presents the results of research focused on small and medium-sized enterprises. Employees of small and mediumsized enterprises in the study evaluated the effects of possible changes in enterprises from their work and organisation. The article examined in more depth personal perceptions, especially those who have not yet undergone a change. The second group surveyed are- employees who have already passed through the ground in their professional lives.
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Who Are Online Grocery Shoppers?

Radka Bauerová, Halina Starzyczná, Šárka Zapletalová

Given the rate of growth in online grocery shopping revenues, retailers and manufacturers need to understand how consumers behave when shopping online (Anesbury et al., 2016). Thus, categorising customers into groups according to typical elements of their customer behaviour is important both in terms of increasing knowledge about customer behaviour from a scientific perspective and in the development of, for example, companies’ marketing strategies. In fact, by dividing customers according to an appropriate segmentation, a company can divide its market into several suitable segments in which customers have similar characteristics and needs and which it is effective to target. This paper focuses on the domain of customer segmentation and specifically on the field of online grocery shopping, which has been one of the fastest-growing online categories in recent years around the world.
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Intellectual Capital and Firm Performance within Telecommunications Industry during the New Normal Era

Afdol Muftiasa, Lili Adi Wibowo, Ratih Hurriyati, Agus Rahayu

Companies are constantly on the lookout for methods to boost their performance (Bouwman et al., 2019; Jabbour et al., 2020; Taouab & Issor, 2019). The company will always work, earn, and maintain the constantly changing performance, including in the new normal era of the coronavirus disease 2019 (COVID-19) pandemic (Dora et al., 2021; Irawan, 2020; Jesus et al., 2020). The corporate world is not immune to the ripple effects of the COVID-19 pandemic. Companies need to understand that rivalry is for physical and intangible assets, such as intellectual capital, when they want to thrive and succeed in the market. The higher the level of intellectual capital, the better the company will develop its intellectual capital to increase investor and stakeholder confidence in the company. Better use of intellectual capital will improve the company’s firm performance. Intellectual capital (IC) if we use the resourcebased theory (RBV) reference, then we can state that IC is a unique resource that can be used in the preparation and implementation of corporate strategies to create competitive advantage and corporate value, which in turn can increase company performance.
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Personality as a Key Determinant of the Organizational Silence in Iranian Startups

Seyedeh Samaneh Seyedi, Abolfazl Darroudi

One of the most critical phenomena in modern economics is the potential impact of startups on innovation, economic growth, and employment rates at the regional, national and industrial levels (Sedláček & Sterk, 2017). While startups’ collective contributions are critical, the high-risk strategies they pursue lead to startups’ high failure rates, up to 90% in some industries (Arora et al., 2018; Cantamessa et al., 2018; Marmer et al., 2011), so improving organizational performance is vital to these businesses.- This study examines one critical organizational phenomenon – organizational silence – in Iranian startups. Organizational silence, first introduced in 2000 by Morrison and Milliken, is one of the most significant barriers to performance, growth, and innovation in organizations, where employees become silent consciously, refusing to express ideas, critiques, suggestions, and opinions about organizational operations to influential persons in the organization (Morrison & Milliken, 2000).
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Structural Change and Growth Prospects in the Turkish Economy: A Demand-Side Decomposition Analysis

Şahin Nas, Maya Moalla, İsmail Tuncer

After the 24th of January 1980, the Turkish economy had undergone a significant transformation by which inward-oriented and protective import substitution policies had been replaced by outward-oriented and export-based industrialisation and growth strategies (Töngür & Taymaz, 2017). The main characteristics of this transformation composed of liberalisation of the financial sector, opening to foreign markets and integration into international economy (Yeldan, 2016). The government engaged in contractionary fiscal and monetary policies to suppress domestic demand and real wages and kept their priority to increase exports by implementing various incentive and subsidy tools (Doğruel & Doğruel, 2017; Orhangazi, 2020; Soydan, 2018; Yeldan, 2016). As a result of the experienced transformation, Turkey suffered from economic instability and fragility in the post-1980 period (Soydan, 2018). The average annual growth rate decreased from 5.65% in the 1960s to 4.10% in the 1980s (Taymaz & Voyvoda, 2017; World Bank, 2021).
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