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CURRENT AND FUTURE USE OF MANAGEMENT TOOLS


Business Administration and Management

CURRENT AND FUTURE USE OF MANAGEMENT TOOLS

Name and surname of author:

Zlatko Nedelko, Vojko Potocan, Marina Dabić

Year:
2015
Volume:
18
Issue:
1
Keywords:
Croatia, current use, future use, management tools, perception, planned behavior, Slovenia, pattern of use
DOI (& full text):
Anotation:
This paper examines the use of management tools among Slovenian and Croatian employees, with the main focus on linkages between the current use of management tools and patterns of its future use. The…more
This paper examines the use of management tools among Slovenian and Croatian employees, with the main focus on linkages between the current use of management tools and patterns of its future use. The authors developed and tested a model for predicting the future use of management tools based on the current use of tools by employees in organizations, underlying assumptions of the theory of planned behavior and the information-perception-behavior link. Descriptive statistics suggest that there are differences in management tools use patterns among Slovenian and Croatian employees. Among the most used tools, employees in both countries signifi cantly and differently use (especially) outsourcing, mission and vision statements, knowledge management, total quality management, and customer segmentation. Using structural equation modeling for testing the proposed relations in the developed model on samples of Slovenian and Croatian employees reveals that the current use of tools plays an important role in predicting the future use of tools in Slovenian organizations, while linkages for the Croatian sample are rather insignifi cant. More specifi cally, the current use of management tools has a positive infl uence on the future use of management tools, while the impact of the current percentage of satisfi ed users with management tools is very weak. Further, a comparison of results with international data reveals differences in the patterns of management tools use between former catching up countries (studied are two former transition economies) and economies with a longer tradition in the market economy. Based on the current state of management tools use, linkages between their current and future use, and patterns of tools use in high-developed economies, the authors speculate about the future pattern of management tools use in catching up countries based on experiences from high-developed market economies. Those assumptions represent a building block for boosting the use of management tools in organizations in catching up economies, and thus helping those organizations to reduce the gap between them and most developed organizations.
Section:
Business Administration and Management

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