68 2019, XXII, 4
Business Adminis a ion and Managemen
DOI: 10.15240/ ul/001/2019-4-005
In oduc ion
In he con empo a y business se ing, he
implemen a ion o inno a i e managemen
p ac ices is ecognized as a c ucial ac o
(Damanpou , 2014) o s a egic change,
o ganiza ional enewal and achie ing long-
e m compe i i e ad an age (Walke , Chen, &
A a ind, 2015). S ill, i is su p ising how li le
esea ch is conduc ed on la gescale su eys
acco ding o possible app oaches o measu e
inno a i e managemen p ac ice which will
lead o o ganiza ional inno a ions (A mb us e ,
Bik al i, Kinkel, & Lay, 2008). The p opo ion o
his esea ch opic amoun s o only 8% among
he inno a ion esea ch p ocess, while only
3% o esea ch s udies analyze his subjec
(Mihalache, 2012, p. 2).
In he pape , he basic esea ch objec i e
is e l ec ed in he analysis o he deg ee o
inno a i e managemen p ac ice impac on
o ganiza ion’s pe o mance, and he analysis
o he ela ionship be ween implemen a ion o
inno a i e managemen p ac ice and dynamic
business en i onmen . This opic has mos o en
been esea ched on a sample o o ganiza ions
om he de eloped coun ies, bu he end is
sligh ly ans o ming o he p og essi e esea ch
o managing inno a ions in de eloping coun ies
(Ali, Ullah, & Khan, 2009). This iew imposes
he need o explo e inno a i e managemen
p ac ice in he con ex o ansi ion economies,
whose p io i y is o inc ease inno a i e
capaci y and pe o mance. We ha e limi ed he
esea ch p oblem o he analysis o he need o
inno a ion-o ien ed managemen p ac ices as
a esponse o u bulen changes and he way
o achie ing o ganiza ions’ highe p o i abili y in
he ansi ional economy o Se bia.
The de e minan s o inno a i e managemen
p ac ices a e no comple ely iden i i ed and
he e is no single cohe en amewo k (Če ne,
Kaše, & Ške la aj, 2016). Till now, inno a ion in
managemen p ac ice was analysed h ough new
planning sys em, human esou ces de elopmen ,
new con ol sys em (Elenko & Mane , 2005);
inno a ion s a egy, o ganiza ional s uc u e,
inno a ion cul u e, echnological capabili y and
cus ome and supplie ela ionships (Kalay &
Lynn, 2015); inno a i e s a egy, o ganiza ional
clima e and di e en kinds o inno a ions
(Sánchez, Lago, Fe ás, & Ribe a, 2011).
Based on he a o emen ione, in he s udy, we
ha e de eloped a new amewo k o inno a i e
managemen p ac ice. The esea ch space
includes analyses o he wo sides o he coin
o managemen p ac ices, namely inno a i e
o ien ed unc ions o managemen (Fayol,
1949) and manage ial oles (Min zbe g, 1973)
as he necessi y o unc ions’ eo ganiza ion
and eloca ion, oge he wi h esponsibili ies,
being a ype o managemen inno a ions (Lin,
Su, & Higgins, 2016, p. 864). The possibili y o
ela ing Fayol’s and Min zbe g’s esea ch a ises
om he conclusion ha hese wo concep s o
go e nance a e logically connec ed since Fayol
has se he managemen concep as i should
be, whe eas Min zbe g poin ed wha i is like in
eali y (Lamond, 2004, p. 330).
Thus a , he end o empi ical esea ch in
his a ea om he pe spec i e o managemen
unc ions has mos o en been ocussed on he
analysis o ans o ma ional leade ship and i s
IMPORTANCE OF INNOVATIVE
MANAGEMENT PRACTICE: SOLUTION
FOR CHALLENGES IN BUSINESS
ENVIRONMENT AND PERFORMANCE
IN LARGE ORGANIZATIONS IN SERBIA
Božida Leko ić, Maja S uga Jelača, Slobodan Ma ić
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69
4, XXII, 2019
Business Adminis a ion and Managemen
impac on highe pe o mance (Mo iano, Mole o,
Tope, & Mangin, 2014; Vacca o, Jansen, Van
Den Bosch, & Volbe da, 2012); he s a i ng
unc ion and i s ela ion o he en e p ise’s
inno a i e pe o mance (Jiang, Lepak, & Bae ,
2012), whe e he ocus was a ewa ds, aining,
and de elopmen as well as he p ocess o
ec ui ing inno a i e alen s (S ock, To zaue ,
& Zacha ias, 2014). O he managemen
unc ions a e sca cely elabo a ed, leading o
pa ial imp o emen o manage ial p ac ice
and he omission o syne ge ic e ec s o all
unc ions a he o ganiza ion le el. The e o e,
o add ess he de i ciency in ex an li e a u e
he e is a need o be e sys ema iza ion o he
s eps and s anda diza ion o ac i i ies leading
o inno a i e manage ial p ac ice.
Bea ing in mind he abo e men ioned gap
he ollowing esea ch ques ions imposeed
hemsel es: (1) Which inno a ion o ien ed
managemen unc ions and manage ial oles
s and ou as he essen ial de e minan s o
o ganiza ion pe o mance such as g ow h,
de elopmen and p o i abili y? (2) Does
he implemen a ion o inno a ion o ien ed
managemen p ac ices depend on he con ex
o business en i onmen ? Fo he pu pose
o he abo e men ioned esea ch, esea ch
me hodology based on EFA, bina y and
mul inomial logis ic eg ession and Spea man’s
ank co ela ion coe i cien was applied. The
sample comp ises 50 la ge o ganiza ional
sys ems on he e i o y o he Republic o Se bia.
This pape con ibu es o he li e a u e
on managemen inno a ion in se e al ways.
Fi s ly, by de eloping he new amewo k o
inno a i e o ien ed managemen ac i i ies.
Secondly, i o e s a i ne-g ained analysis o
he e ec s o inno a ion-o ien ed managemen
unc ions and oles on pe o mances in he
u bulen ansi ional economy con ex . Thi dly,
he empi ical e idence o he s udy b oadens
he esea ching ho izon in his opic.
The pape is s uc u ed as ollows. Fi s , we
conduc ed an analysis o he heo e ical basis in
he manne o he ela ion be ween inno a i e
manage ial p ac ices and o ganiza ion
pe o mance, and inno a i e managemen
p ac ices and dynamic ex e nal and in e nal
business en i onmen . Then we elabo a ed on
esea ch me hodology and i nally discussed
he ob ained empi ical esul s, highligh ing he
p ac ical implica ions and limi a ions o he
esea ch.
1. Inno a i e Managemen P ac ices
and O ganiza ion Pe o mance
A la ge numbe o au ho s poin ou he
signi i cance and posi i e impac o inno a ion
o ien ed ac i i ies on o ganiza ion pe o mance
(Bi kinshaw & Mol, 2006; He as-Oli e , Ripoll-
Sempe e, & Moll, 2016). Inno a ion in he
a ea o managemen was mos o en iewed
as de eloping new managemen p ac ices
(Bi kinshaw & Mol, 2006; Damanpou , 2014)
h ough changes in manage s’ scope and
manne o wo k when se ing goals, making
decisions, coo dina ing ac i i ies and mo i a ing
s a (Van den Bosch, 2012). Since manage s
a e, wi h hei manne o beha iou , he key
in e nal agen s o de eloping inno a ion in he
a ea o managemen , we analysed hem h ough
he implemen a ion o inno a ion o ien ed
managemen unc ions and manage ial oles.
The i s managemen unc ion is obse ed
h ough s a egic planning, because he
ela ion be ween s a egic planning and
inno a i e pe o mance is ine i able in a way
ha s a egic planning is o ien ed o adequa e
esou ce alloca ion o inno a i e ac i i ies
en ailing a highe deg ee o isk (Eddles on,
Kelle manns, & Sa a hy, 2008, p. 32) as well as
be e chance o highe pe o mance.
The impo ance o o ganiza ional s uc u e
and i s eo ganiza ion as one dimension o
inno a ion in he managemen a ea a e highligh ed
by nume ous au ho s (Douglas, O e s ee ,
& Hazen, 2016; K aśnicka, Głód, & W onka-
Pośpiech, 2016). Nowadays, he o ganiza ions
ha e o be agile and capable o s a egic
implemen a ion o exploi a ion and esea ch
ac i i ies pa allel wi h hei in e dependence
and balancing a ec s pe o mance posi i ely
(Luba kin, Simsek, & Veiga, 2006).
F om he s a i ng unc ion pe spec i e,
a s udy by Jiang e al. (2012) iden i i es he
exis ence o a di ec co ela ion be ween a new
p ac ice o human esou ce managemen and
i nancial esul s such as ROA, ROE and sales
g ow h. I is deemed ha he e is an impac
o HRM p ac ices on all he esul s o an
o ganiza ion, by sequen ial p inciples, so ha
i p ima ily a ec s s a pe o mance, ope a i e
pe o mance, and i nally, he o ganiza ion’s
i nancial esul s (Jiang e al., 2012, p. 1265).
Wi hin ou s udy, we aim o analyse he
inno a ion o ien ed s a i ng unc ion based on
he heo y o human capi al, emphasizing he
s a ’s skills, knowledge and abili ies as he
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70 2019, XXII, 4
Business Adminis a ion and Managemen
cen al d i e o he o ganiza ion’s pe o mance
(Ployha & Moli emo, 2011). Thus o ien ed
s a i ng unc ion will enable he o ganiza ion
o emain dynamic and achie e he desi ed
imp o emen in he i eld o pe o mance
(Ga cía-Mo ales, Jiménez-Ba ionue o, &
Gu ié ez-Gu ié ez, 2012).
F om he iewpoin o inno a ion o ien ed
leade ship unc ion, op managemen should
conduc idealized impac and inspi ing
mo i a ion, which would s imula e s a o
pa icipa e ac i ely in inno a ion ac i i ies
(Elenko & Mane , 2005). This leade p o i le
also conduc s ac i i ies aimed a in ellec ual
s imula ion (Ga cía-Mo ales e al., 2012)
owa ds p oblem-o ien ed hinking, inno a i e
beha iou and ans o ma ion o old ways o
business ope a ions in o he new ones, and
he ac i i y o indi idual conside a ion, which
e e s o he suppo and aining s a by
leade s (Mo iano e al., 2014). The empi ical
s udies exis ing so a poin o an es ablished
pa e n o posi i e ela ionship be ween he
implemen a ion o ans o ma ional leade ship
s yle and enhancing he o ganiza ion’s
pe o mance (Ga cía-Mo ales e al., 2012).
Ve y li le is known abou he ype o
con olling unc ion ha encou ages achie ing
inno a i e pe o mance (Allen, Adomdza, &
Meye , 2015). The esea ch conduc ed so a
has been analysing he e ec o manage ial
con olling unc ion on managemen
pe o mance highligh ing he posi i e impac on
sales manage s’ mo i a ion and hei beha iou
pe o mance (Theodosiou & Ka sikea, 2007
p. 1269) on he one hand, and on he o he
he ac ha con olling unc ion is a ba ie
o implemen ing inno a i e s a beha iou
(Huselid, 1995). Allen e al. (2015) a gue ha
he con olling unc ion is a e y complex
a iable, ha i is dependen on si ua ion and
knowledge, and ha he e is no suppo o
he opinion ha manage ial con ol esul s in
lowe s a con i dence in managemen and hei
lea ing he o ganiza ions, which was he subjec
o analysis o he p e ious s udy (p. 376).
We also ocus on he implemen a ion o
Min zbe g’s classi i ca ion o manage ial oles in
he unc ion o encou aging he s a ’s c ea i e
and inno a i e hinking and beha iou , which
enables achie emen o be e o ganiza ional
pe o mance. S udies in o his opic we e
conduc ed wi h he aim o analyse in e pe sonal
beha iou be ween he managemen eam
and ex e nal agen s which in l uence he
adop ion o managemen inno a ions (Nie es
& Sega a-Cip es, 2015, p. 53). I is impo an
o analyse inno a ion o ien ed implemen a ion
o manage s’ in o ma ional oles wi h he aim o
o ming an in o ma ion basis by c ea ing social
ne wo ks, which will esul in c ea ing new
knowledge. Fu he mo e, he decision making
oles inco po a ing subjec i e e alua ion and
s a egic decision making o manage s a e
c ucial in c ea ing change in managemen
p ac ice (K aśnicka e al., 2016; Lin e al.,
2016).
Conside ing he inconsis ency o he
me hodology o explo ing inno a i e
managemen p ac ice, and he absence o
any s udy ha has looked in o inno a i e
manage ial p ac ices in combina ion wi h all
inno a i ely-o ien ed manage ial unc ions and
oles wi h explana ion o hei impo ance in
achie ing g ea e o ganiza ional pe o mance
in an unce ain en i onmen , we de eloped he
hypo heses as ollows:
Hypo hesis 1: The e is a posi i e associa ion
be ween inno a i e managemen p ac ices,
g ow h, de elopmen and he o e all le el o
business pe o mance o la ge o ganiza ional
sys ems.
Hypo hesis 2: The e is a posi i e ela ion
o implemen a ion o inno a i e managemen
p ac ices and i nancial indica o s such as ROA
and ROE measu ing he p o i abili y o an
en e p ise.
An analysis o he se o esea ch hypo heses
will c ea e a comp ehensi e amewo k o
analysing inno a i e managemen p ac ice.
In ha amewo k an independen a iable is
inno a i e managemen p ac ice composed
om inno a i e o ien ed managemen unc ion
as planning; o ganizing, s a i ng, leading
and con olling om one angle. F om he
o he , i inco po a es manage ial oles like
in e pe sonal, in o ma ional and decisional
oles which a e inno a i ely o ien ed. Besides
hese componen s o inno a i e managemen
p ac ice we analyzed i h ough o ganiza ional
inno a i eness as he esul o implemen a ion o
new managemen beha io and concep s. The
dependen a iable is business pe o mance
measu ed h ough g ow h, p o i abili y and he
o al le el o business pe o mance.
Conside ing ha he e is no single
measu emen o inno a i e managemen
p ac ices, i esul s in di e en s a emen s
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Business Adminis a ion and Managemen
abou i s impac on o ganiza ional pe o mance.
Some o he esea ch ha ocuses on he
men ioned a iables indica e ha inno a i e
manage ial p ac ice along wi h i s esul s,
such as di e en ypes o inno a ions, explain
sales g ow h bu no he imp o emen s in
p o i pe employee and ROA (Sánchez e
al., 2011); inno a i e managemen p ac ice
analyzed h ough ope a ions, pe o mance
and people managemen ha e posi i e
associa ion wi h o ganiza ion’s inno a ions, bu
he e is no associa ion wi h ROE (Aga wala,
B owna, G eena, Randhawaa, & Tanb, 2014);
inno a i ely o ien a ed leade ship and HR
managemen as manage ial unc ions a e
dis inguished om o he s and ha e dis inc
e ec s on inno a i e pe o mance measu ed
h ough p oduc p og am inno a i eness (S ock
e al., 2014); an o ganiza ion ha implemen s
inno a i e manage ial p ac ice h ough a se o
di e en indica o s - among o he - he p ocess o
decen aliza ion o planning and o ganiza ional
s uc u e ha in ol es c oss-depa men al
de elopmen eams and eamwo k do no
dis inguish hemsel es acco ding o s a is ically
signi i can di e ence in p oduc i i y (A mb us e
e al., 2008).
2. Impo ance o Inno a i e
Managemen P ac ices in Dynamic
Business En i onmen
Nowadays, mo e han e e , o ganiza ions a e
unde he impac o equen u bulence, new
compe i i e h ea s, echnological discon inui ies,
new isks as well as new oppo uni ies (Ko e ,
2014) o o ganiza ion g ow h. In ha con ex ,
i is impo an o analyse he ela ionship
be ween dynamic business en i onmen and
inno a i e managemen p ac ice, whe e mo e
adical inno a ions a e p e e able in dynamic
business en i onmen s, which con ibu e o
highe objec i e pe o mance (Pé ez-Luño,
Gopalak ishnan, & Cab e a, 2014).
Bea ing in mind he unc ional manne o
managing i s ela ion o dynamic en i onmen ,
i has been con i med ha a co ela ion
exis s be ween decen alized, pa icipa i e
way o implemen ing s a egic planning and
g ow h o business pe o mance in a dynamic
business en i onmen (Ande sen, 2004). In he
con empo a y business se ing cha ac e ized
by cons an changeabili y, o ganiza ion
managemen should apply l exibly o ien ed
s a egic planning based on he concep o
s a egic hinking as well as si ua ion planning
based on he concep o sys emic hinking, which
akes in o conside a ion in ui ion and c ea i i y
and s eps ou side he exis ing amewo k.
Acco ding o o ganiza ional s uc u e, in he
dynamic business en i onmen i is impo an
o o m o ganiza ional uni s balancing be ween
exploi a ion and explo a ion ac i i ies in o de
o compe e in a dynamic business en i onmen
(Jansen, Van den Bosch, & Volbe da, 2005).
Mo eo e , he dynamic business en i onmen
is cha ac e ized by implemen a ion o l exibly
o ien ed s a i ng unc ion, p omo ing he
de elopmen o a b oad spec um o new skills
and knowledge (W igh & Snell, 1998, p. 758).
Leade ship unc ion is mos o en analyzed
h ough implemen a ion o ans o ma ional
leade ship s yle, which is app op ia e in
dynamic wo king en i onmen (Gunde sen,
Hellesøy, & Raede , 2012).
F om he iewpoin o manage ial oles,
esea ch has so a placed emphasis on
he analysis o equency o using indi idual
manage ial oles depending on he in e nal
and ex e nal con ex (Gibbs, 1994), whe eas
o he au ho s analyse only he in e nal con ex
h ough he impo ance o indi idual ypes o
oles depending on he manage ’s hie a chical
le el and unc ional a eas (Min zbe g, 1973;
Paolillo, 1987). Summa y esea ch esul s
indica e ha he mo emen o manage s up he
hie a chical ladde inc eases he signi i cance
and use o wo ypes o in e pe sonal oles, such
as i gu ehead and liaison, hen all he ypes o
in e pe sonal oles: moni o , dissemina o and
spokespe son, and he wo ypes o decisional
oles, such as en ep eneu and esou ce
alloca o . Gibbs (1994) poin s ou ha , iewing
he in e nal con ex , i is no enough o ake
in o accoun only he manage ’s unc ional
a eas, bu also he deg ee o he con olling
unc ion ha hey implemen , o manage s
wi h a highe deg ee o con ol mo e o en use
in o ma ional and decisional oles and ice
e sa, as well as he du a ion o he manage ’s
wo k in he analyzed o ganiza ions, because
he longe he employmen in an o ganiza ion,
he highe he p obabili y o implemen a ion o
in e pe sonal oles.
In addi ion o he analysis o possible
co ela ions be ween in e nal business con ex
and he implemen a ion o manage ial oles,
esea ch conduc ed by Gibbs (1994) indica es
ha he dimensions o en i onmen should be
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72 2019, XXII, 4
Business Adminis a ion and Managemen
aken in o conside a ion when u he analysing
he heo ies o managemen p ac ices. The use
o in e pe sonal oles is mo e in ensi e unde
he in l uence o he complexi y o en i onmen ,
whe eas he use o decision making oles is mo e
equen unde he in l uence o bo h complexi y
and en i onmen al dynamism (Gibbs, 1994,
p. 581). Au ho P e e (1977) highligh s he
impac o he en i onmen on implemen a ion
o in e pe sonal ole o i gu ehead, which
is in di ec co ela ion o he deg ee
o en i onmen al dynamism. Fu he mo e, ha
in e pe sonal i gu ehead ole, which a ises om
he powe ha he manage s ha e and based
on which hey guide he o ganiza ion in o he
di ec ion ha will enable he achie emen o
posi i e business e ec s also depends on
he deg ee o dynamics and complexi y o he
en i onmen (Gibbs, 1994). Some au ho s
deem ha bo h s able ex e nal and in e nal
en i onmen h ough ou ine obliga ions and
es ablished ules s i l e he managemen ’s
need o highligh leade ship abili ies, inclusion
in o he p ocess o gene a ing and p ocessing
new in o ma ion, ha is, implemen a ion o
in e pe sonal, in o ma ional and decisional
oles (Gibbs, 1994). We can conclude ha
he mo e dynamic he en i onmen , he mo e
s imula ions he e a e o inno a i e leade ship
o he o ganiza ion. On he o he hand, he
su i al o o ganiza ions ope a ing in dynamic
indus ies depends o a g ea ex en on he
wo k o ce’s abili y o exchange and combine
in o ma ion in a new way (G an , 1996), ha
is, he implemen a ion o in o ma ional ole is
necessa y. Manage s applying hese ypes o
oles should iden i y ex e nal aci knowledge
h ough he moni o ole, hen o ca y ou he
assimila ion o knowledge and i s ans o ma ion
in o explici knowledge (Nonaka & Takeuchi,
2007, p. 166), which is possible by applying he
dissemina o and spokespe son oles. On his
pa h, o ganiza ions may su i e o disappea
om he ma ke , depending on he unde aken
manage ial ac i i ies (Elenko & Mane , 2005,
p. 383).
Based on he elabo a ed heo e ical basis
and up o da e empi ical esea ch a he
men ioned opic, he ollowing hypo hesis was
se :
Hypo hesis 3: The implemen a ion o
inno a ion-o ien ed managemen unc ions and
manage ial oles is in posi i e co ela ion wi h
he dynamic in e nal and ex e nal en i onmen .
P e ious esea ch on his opic poin s
o he need o op managemen o espond
o changes om an ex e nal en i onmen
such as echnological changes, changes
in compe i i e en i onmen and consume
p e e ences (Jawo ski & Kohli, 1993) by
o e ing new manage ial p ac ice, which was
analyzed wi hin he empi ical analysis o
ou s udy. Also, he co ela ion be ween he
men ioned a iables has been demons a ed
by ocusing on he ollowing changes in
manage ial p ac ice in a dynamic ex e nal
en i onmen : he o ganiza ional unc ion should
be based on a dual ope a ing sys em in ma u e
o ganiza ions, which combines a ne wo k
sys em wi h a adi ional hie a chical sys em
o o ganiza ion as well as implemen a ion
unc ions o leading on he p inciple o as much
agili y, inno a ion and passion as possible
(Ko e , 2014); in e pe sonal ela ionships
should be implemen ed on he p inciple o
empa hy wi h employees, while he decision-
making ole should in ol e he inclusion o as
many employees as possible (Ko e , 2014).
3. Resea ch Me hodology
and Sample
The su eyed sample comp ises he
managemen o 50 la ge o ganiza ional
sys ems on he e i o y o he Republic o
Se bia co e ing all sec o s and all egions, and
accoun o 4.73 % o he o al numbe o la ge
legal en i ies. The necessi y o a su ey on he
managemen o la ge o ganiza ional sys ems
s ems om he i nding ha he size o he
o ganiza ion is impo an because i has been
con i med ha o ganiza ion’s size is posi i ely
ela ed o be e managemen p ac ice
(Aga wala e al., 2014; Nie es & Sega a-
Cip es, 2015). Also, he need o in oduce
inno a ion in he a ea o managemen is g ea e
in la ge o ganiza ions (Mol & Bi kinshaw, 2009)
due o: comp ehensi e knowledge, mo e
a ailable unds, he possibili y o aking highe
isks and di e si ying he cos s incu ed due o
unce ain y. Fu he mo e, he au ho s Če ne
e al. (2013) highligh he impo ance o la ge
o ganiza ions and hei size as mode a o s in
he ela ionship be ween knowledge exchange
and managemen inno a ion on he one hand,
bu also he dange on he o he because such
o ganiza ions a e cha ac e ized by g ea e
complexi y and can o en make i di i cul o
inno a ion o be implemen ed. We ha e o
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73
4, XXII, 2019
Business Adminis a ion and Managemen
men ion he e he need o in oduce inno a i e
managemen p ac ice in Eas e n ansi ion
economies. I ollows om he conclusion
ha business en i onmen o he Wes e n
coun ies is mo e inno a i e, leading o he
conclusion ha manage s and leade s a e
mo e ole an o he new managemen p ac ice,
while in he Eas e n coun ies igid, adi ionally
o ien ed managemen p ac ices based on
au oc a ic s yle business a e mo e ep esen ed
(S i as a a, 2016). The e o e, esul s o his
esea ch can se e as a me hodology and
benchma k o o he ansi ion economies
ha ha e p oblema ic business en i onmen
cha ac e ized by poo business models,
poli ical ins abili y and go e nance condi ions
(Ali e al., 2009).
Fo mula ion o he su ey s uc u e was
ca ied ou based on he 4 elemen s o in l uence
(1) he i s elemen which was elabo a ed
h ough ques ions wi hin he i s sec ion o
he ques ionnai e e e s o incen i es om he
en i onmen ha can in l uence managemen
beha iou ; (2) he second elemen is
explained h ough a se o ques ions abou
he implemen a ion o managemen unc ions
and indica es managemen p ac ices; (3) he
hi d elemen is simul aneously ep esen ed
h ough ques ions abou he use o Min zbe g’s
manage ial oles and conside s a manage as
an indi idual in a cogni i e p ocess, who has
he ole o in e media y be ween incen i es and
beha iou ; and (4) he ou h elemen poin s o
possible consequences o such beha iou , which
is analyzed h ough business pe o mance.
Incen i es om en i onmen , being he i s
elemen o esea ch amewo k which desc ibes
en i onmen al dynamism as well as inno a ion
o ien ed managemen p ac ice, ha u he
ep esen s he second and he hi d elemen
o he esea ch amewo k, we e all analyzed
h ough Google su ey o ms. Each sec ion o
he ques ionnai e, excep he ou h elemen o
he esea ch amewo k, i nancial indica o s,
consis s o ques ions in he o m o s a emen s
o which he esponden s we e asked o gi e
hei esponses, exp essing hei ag eemen
wi h hese s a emen s acco ding o Like scale
om 1 (I ag ee) o 5 (I do no ag ee). The ou
elemen o he esea ch amewo k as business
pe o mance was elabo a ed using objec i e
da a on business pe o mance o he su eyed
en e p ises, whe e i nancial epo s o 2012
and 2013 we e used o calcula ion.
Be o e o mula ing he i nal e sion o he
ques ionnai e, a p elimina y analysis o cla i y
and app op ia eness o he se scale was
conduc ed by consul ing en op manage s
and i e academic expe s. They we e asked
o a c i ical opinion abou all ques ions wi hin
he su ey and indica ed unclea poin s. Based
on he ecei ed c i ique, some ques ions we e
elimina ed, some modi i ed o added. Google
su eys we e sen o manage s o all le els
in 100 andomly chosen la ge o ganiza ional
sys ems. They we e accompanied by co e
le e s explaining he goal o esea ch and
he basic e hical p inciples o esea ch. To
minimize possible desi abili y bias, he co e
le e poin ed ou he con i den iali y o p o ided
answe s, and he use o hese o he pu poses
o he abo e men ioned esea ch.
3.1 Resea ch Ins umen , i s Validi y
and Reliabili y
The e is a lack o widely accep ed measu es o
inno a i e managemen p ac ice (A mb us e
e al., 2008) which leads o inabili y o compa e
he esul s in his esea ch a ea (Damanpou ,
2014). Fo he abo e eason, we ied o
de elop he measu emen me hodology
o o ganiza ions dealing wi h u bulen
en i onmen o ansi ion economies. In he
esea ch amewo k, independen a iable
is en i onmen al dynamism composed o
dynamic in e nal and ex e nal en i onmen
scale. Dynamic in e nal en i onmen was
measu ed h ough a scale composed o i e
ques ions analyzing pe manen changes in he
business p ocess, he echnology used and he
engagemen o new quali i ca ion s uc u es.
The dynamic ex e nal en i onmen scale was
c ea ed acco ding o he s udy o Jawo ski and
Kohli (1993) and includes ou ques ions abou
changes in compe i o beha io and a i ude,
changes in p e e ences o he consume as
well as he endency o buy new p oduc s and
echnology due o apid change in indus y.
Second independen a iable is inno a i e
managemen p ac ice. In he p e ious esea ch
he e a e no unique cons uc s ha measu e
inno a i e manage ial p ac ice, bu mos o he
pape s ook in o accoun some o he manage ial
ac i i ies wi hin he unc ions. Fo example, in
he wo k o Kalay and Lynn (2015), hey ca ied
ou esea ch in 66 o ganiza ions, including
132 manage s and hei inno a i e leade ship
p ac ices by conside ing a iables such as:
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74 2019, XXII, 4
Business Adminis a ion and Managemen
Inno a ion S a egy (IS), O ganiza ional
S uc u e (OS), Inno a ion Cul u e (IC),
Technological Capabili y (TC), Cus ome and
Supplie Rela ionships (CSR). Fu he mo e, he
au ho s Sánchez e al. (2011) conduc ed simila
esea ch in Spain wi hin 91 o ganiza ions, while
in he dimensions o inno a i e manage ial
p ac ice hey included inno a i e s a egy,
managemen sys em, managemen cul u e,
p ojec managemen , c ea i i y, as well as
di e en ypes o inno a ions ha ep esen he
consequence o applying inno a i e manage ial
p ac ice. In he pape , S ock e al. (2014), as
a pa o an inno a i e manage ial p ac ice
wo manage ial unc ions a e dis inguished:
inno a i e leade ship and inno a ion-o ien ed
HR managemen . Wi hin ou pape , inno a i e
manage ial p ac ice includes inno a i e o ien ed
managemen unc ions and oles. Inno a i e
managemen unc ions a e measu ed h ough
14 ques ions: 5 ques ions abou inno a ion
o ien ed planning as implemen a ion o
s a egic and scena io planning which will
esul in app op ia e inno a i e s a egy; 2
ques ions abou inno a i e o ganizing unc ion
as a combina ion o exploi a ion and explo a ion
ac i i ies; 3 ques ions abou inno a i e s a i ng
h ough ewa ds, aining and de elopmen ;
3 ques ions abou he inno a i e leading
unc ion ha e e s o he implemen a ion
o ans o ma ional leade ship s yle h ough
ansmi s o he o ganiza ion’s mission o all
o he employees, hus inc easing employee’s
le el o en husiasm and emphasizing he use o
employee’s in elligence (Ga cía-Mo ales e al.,
2012, p. 1048); 1 ques ion on inno a i e con ol
unc ion h ough s a egic con ol. On he o he
hand, manage ial oles such as in e pe sonal,
in o ma ional and decision-making oles ha
a e inno a i e o ien ed a e also aken in o
accoun . F om he pe spec i e o in e pe sonal
oles, bo h in e nal and ex e nal, he au ho s
A mb us e e al. (2008), in he analysis o
manu ac u ing companies in he e i o y o
Ge many, poin ou ha inno a i e managemen
p ac ices can be iewed, in e alia, h ough
di e en in e pe sonal ela ionships, bo h
be ween employees h ough decen aliza ion
and he o ma ion o mul i unc ional eams
as well as ex e nal pa icipan s h ough
ou sou cing o alliances. Fu he mo e, in he
pape by Če ne, Jaklič and Ške la aj (2013),
which includes esea ch conduc ed wi hin 604
o ganiza ions on he e i o y o Slo enia, Spain
and Sou h Ko ea hey highligh he impo ance
o knowledge sha ing in implemen a ion o
inno a i e manage ial p ac ice, which is he key
o implemen ing an in o ma ion managemen
ole. In ou s udy we used a sho ened scale o 17
ques ions ha we e modi i ed in o de o analyze
he applica ion o h ee g oups o managemen
oles, in e pe sonal, in o ma ion and decision-
making oles adjus ed o he esea ch o McCall
and Seg is (1980), who de eloped 54 ques ions
desc ibing subg oups wi hin each ole. Fo
he analysis o in e pe sonal oles, ques ions
ha we e used a e ela ed o imp o emen
o he ne wo k o pe sonal con ac s, good
ela ions wi h employees, business pa ne s
and use s, while p omo ing he o ganiza ion as
an inno a i e o ien ed. In o ma ion oles we e
analyzed h ough a da abase o in o ma ion
c ea ed in coope a ion wi h supplie s,
compe ing o ganiza ions and end-use s, as
well as he ans e o in o ma ion ecei ed
o a na owe and wide ci cle o employees.
The ole o decision-making by manage s was
analyzed based on he manage ’s posi ion
ha ad oca es an agg essi e eac ion o he
changes ha occu ed, wi h he emphasis on
g ea e c ea i i y and inno a ion. In addi ion o
examining inno a i e managemen beha io ,
some au ho s analyzed he esul s o hese
ac i i ies as di e en ypes o inno a ions
ha a e he consequence o applica ion o
inno a i e manage ial p ac ice (Sánchez e al.,
2011) as we also did wi hin ou su ey h ough
he a iable O ganiza ional Inno a i eness.
The men ioned a iable was measu ed by
a ious ypes o inno a ions o e he las 5
yea s, aking in o accoun he classi i ca ion o
inno a ions in he OECD s udy (2005).
Fu he mo e, he dependen a iable
- business pe o mance – was measu ed
h ough g ow h, p o i abili y and he o al le el
o business pe o mance. Abo e men ioned
a iables we e desc ibed as ollows: he g ow h
a iable was measu ed by he chain index o
g ow h in he numbe o s a , e enue and
asse s; he de elopmen a iable was analyzed
h ough implemen ed in es men ; p o i abili y
o he en e p ises was measu ed by business
esul change indica o s as a e age alues o
ROA and ROE.
The eliabili y o su ey cons uc o s was
analyzed by ac o analysis and calcula ing he
C onbach’s Alpha coe i cien . The alue o his
coe i cien is 0.880 o he i nal e sion o he
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75
4, XXII, 2019
Business Adminis a ion and Managemen
ques ionnai e, which indica es good eliabili y
o he scale. The pe o med ac o analysis
shows ha Kaise -Meye -Olkin alue is highe
han 0.6, which indica ed ha he alues in
he ma ix we e app op ia e o conduc ac o
analysis. Acco ding o Ba le ’s Sphe ical Tes ,
he s udy showed ha he da a o igina ed
om a mul i a ia e no mal dis ibu ion and
ha he scale was ound signi i can . P incipal
componen analysis was used as a da a
ex ac ion me hod. Va imax o a ion was
conduc ed. A ac o loading o 0.50 is ega ded
as p ac ically signi i can and has he e o e
been used as he cu -o le el in his s udy.
The Va imax e ical o a ion me hod a ies in
a ange om 0.517 o 0.886 (Tab. 1).
To es he in l uence and co ela ion be ween
he abo e men ioned su ey cons uc o s,
we conduc ed logis ic eg ession, bina y and
mul inomial, and co ela ion analysis.
4. Resea ch Resul s
Tab. 2 shows he esul s o bina y logis ic
eg ession conduc ed in o de o es
hypo heses H1 and H2.
Rega ding he g ow h modelling, model
pe o mance was i s es ed wi h Hosme -
Lemeshow es , which shows ha he model
is good (x2(8) = 6.843, p = .000), ha he
model wi h all included a iables s a is ically
signi i can ly p edic s o ganiza ional g ow h
be e in compa ison o he model ha only
has a cons an . Pe o mance o he p o i abili y
model was es ed wi h he same Hosme -
Lemeshow es , whose esul s show ha he
model wi h all he p edic o s is s a is ically
signi i can (x2(8) = 17.611, p = .000). O ganiza-
io nal pe o mance was modelled wi hin model
3, whe e model pe o mance was es ed using
Hosme -Lemeshow es , which also suppo s
he hypo hesis ha he de eloped model is
good (x2(8) = 3.578, p = .000).
The comple ed logical eg ession shown
in Tab. 2 indica es ha leading unc ion
(x2(1) = 3.655, p = .056) s ands ou om o he
managemen unc ions, which indica es ha
o ganiza ions applying inno a ion o ien ed
leading unc ion and con empo a y leade ship
s yles, especially ans o ma ional leade ship
s yle, ha e a highe likelihood o u u e g ow h
and achie emen o he desi ed pe o mance
le el compa ed o o ganiza ions applying
adi ionally o ien ed leading unc ion, which
poin s o pa ial con i ma ion o hypo hesis
H1. The manage as he decision make
(x2(1) = 4.660, p = .031) s ands ou as
Sec ions o he
ques ionnai e –
a iables
Sou ce
o ques ions
KMO and Ba le ’s
Tes
Fac o s/
dimensions Eigen alue To al a iance
explained
C onbach’s
Alpha
Sec ion I
En i onmen al
dynamism
Gibbs, 1994
Jawo ski &
Kohli, 1993
KMO .624
Chi Squa e 102.901
d 36
sig .000
1. Ex e nal
en i onmen
2. In e nal
en i onmen
2.570
1.707
47.515 0.626
Sec ion II
Inno a ion-
o ien ed
managemen
unc ions
Fayol, 1949
Ga cía-Mo ales
e al., 2012
KMO .647
Chi Squa e 215.857
d 91
sig .000
1. Planning
2. O ganizing
3. S a i ng
4. Leading
5. Con olling
3.116
2.486
1.352
1.332
1.234
67.997 0.745
Sec ion III
Manage ial oles
Min zbe g, 1973
McCall &
Seg is , 1980
KMO .712
Chi Squa e 485.979
d 153
sig .000
1. In e pe sonal
oles
2. In o ma ional
oles
3. Decisional oles
4.351
3.281
2.411
55.799 0.825
Sec ion IV
O ganiza ional
inno a i eness
OECD, 2005 KMO .632
Chi Squa e 35.739
d 6
sig .000
1. Types
o inno a ion
2.061 51.516 0.670
Sou ce: own
Tab. 1: I ems and eliabili y o each measu e
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76 2019, XXII, 4
Business Adminis a ion and Managemen
a signi i can p edic o o he en e p ise’s
p o i abili y, indica ing ha o ganiza ions whe e
manage s apply decisional ole ha e a highe
likelihood o p o i able ope a ion compa ed
o o ganiza ions whose manage s do no
ha e p ominen decisional ole. This pa ially
con i ms hypo hesis H2.
Mul inomial logis ic eg ession was
applied in o de o examine he in l uence o
inno a ion-o ien ed managemen p ac ices on
o ganiza ional de elopmen (Tab. 3).
The su eyed o ganiza ions we e
classi i ed in o h ee di e en ca ego ies, whe e
ca ego y 0 includes o ganiza ions whose
alue o in es men was educed compa ed
o he p e ious yea ; ca ego y 1 includes
o ganiza ions whose alue o in es men
inc eased compa ed o he p e ious yea ;
ca ego y 2 includes o ganiza ions ha did no
in es . Taking in o accoun his classi i ca ion,
likelihoods o belonging o one o hese h ee
de elopmen ca ego ies we e p ognos ica ed,
whe e he g oup 2 was selec ed as he
e e ence ca ego y.
When compa ing ca ego ies 0 and 2, only
con olling unc ion ea u es as a signi i can
p edic o , ha is, o ganiza ions cha ac e ized
by decline o in es men and implemen a ion
o inno a ion o ien ed con olling unc ion ha e
a highe likelihood o de elopmen compa ed
wi h o ganiza ions cha ac e ized by adi ional
con olling unc ion and no in es men
alloca ed o de elopmen . On he o he hand,
when compa ing ca ego ies 1 and 2, ha
is, o ganiza ions whose in es men g ew in
2013 and hose ha did no in es a all, wha
s ands ou is inno a ion o ien ed planning and
o ganizing unc ion as well as he decisional
ole. The ob ained esul s, oge he wi h he
esul s o bina y logis ic eg ession wi hin
models 1 and 2, indica e ull con i ma ion o
hypo hesis H1.
Tab. 4 poin s o he esul s o co ela ion
analysis wi h he aim o de e mining he
co ela ion be ween inno a ing manage ial
ac i i ies in la ge o ganiza ional sys ems and
dynamic business en i onmen , in o de o es
hypo hesis H3.
Model 1 – GROWTH Model 2 – PROFITABILITY Model 3 – TOTAL LEVEL
OF PERFORMANCE
Va iables
in he equa ion B Sig. Exp(B) B Sig. Exp(B) B Sig. Exp(B)
Planning .974 .156 2.647 .974 .306 2.071 4.035 .075 56.522
O ganizing -.287 .684 .750 -.287 .456 1.910 -1.935 .283 .144
S a i ng .174 .840 1.191 .174 .203 .281 -1.422 .508 .241
Leading -1.271 .056 .281 -1.271 .273 .507 -2.345 .049 .096
Con olling .648 .332 1.911 .648 .997 .998 .460 .717 1.584
In e pe sonal oles .048 .903 1.049 .048 .088 2.200 .643 .482 1.902
In o ma ional oles -.122 .668 .885 -.122 .993 .998 .224 .638 1.251
Decisional oles .244 .342 1.276 .244 .031 .563 -.186 .655 .830
O ganiza ional
inno a i eness
-.045 .745 .956 -.045 .455 1.137 .639 .246 1.894
Cons an -4.045 .354 .018 -4.045 .852 .455 -16.785 .106 .000
Tes o model Sig = .000 Sig = .000 Sig = .000
Summa y -2 Log likelihood = 55.019*
Cox & Snell R = 0.192
Nagelke ke R = 0.260
-2 Log likelihood = 51.324*
Cox & Snell R = 0.216
Nagelke ke R = 0.298
-2 Log likelihood = 22.581*
Cox & Snell R = 0.302
Nagelke ke R = 0.539
Co ec p edic ions 73.5 71.4 91.8
Sou ce: own
Tab. 2: Resul s o bina y logis ic eg ession
EM_4_2019.indd 76EM_4_2019.indd 76 25.11.2019 11:02:2125.11.2019 11:02:21
83
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o ien ed Leade ship and Human Resou ce
P ac ices as D i ing Fo ces. Jou nal o P oduc
Inno a ion Managemen , 31(5), 924-938.
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Theodosiou, M., & Ka sikea, E. (2007).
How Managemen Con ol and Job- ela ed
Cha ac e is ics In l uence he Pe o mance o
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Den Bosch, F. A., & Volbe da, H. W. (2012).
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Full P o esso - Re i ed Božida Leko ić, Ph.D.
Uni e si y o No i Sad
Facul y o Economics in Subo ica
Depa men o Managemen
Se bia
[email p o ec ed]
Assis an P o esso Maja S uga Jelača, Ph.D.
Uni e si y o No i Sad
Facul y o Economics in Subo ica
Depa men o Managemen
Se bia
m.s uga [email p o ec ed]
Assis an P o esso Slobodan Ma ić, Ph.D.
Uni e si y o No i Sad
Facul y o Economics in Subo ica
Depa men o Managemen
Se bia
[email p o ec ed]
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84 2019, XXII, 4
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Abs ac
IMPORTANCE OF INNOVATIVE MANAGEMENT PRACTICE: SOLUTION
FOR CHALLENGES IN BUSINESS ENVIRONMENT AND PERFORMANCE
IN LARGE ORGANIZATIONS IN SERBIA
Božida Leko ić, Maja S uga Jelača, Slobodan Ma ić
The main esea ch p oblem in his pape is he de e mina ion o he main causes o he exis ing gap
be ween managemen p ac ices and demands o business ope a ions. The iden i i ed p oblem is he
consequence o complex business ci cums ances cons an ly se ing new asks be o e manage s.
Manage s a e o ced o abandon he es ablished managemen p ac ices and he exis ing business
amewo k so as o enhance o me ely main ain he a ained le el o o ganiza ional pe o mance.
The main esea ch objec i e is o es ablish he deg ee o impac o inno a i e managemen
p ac ices on he a ained o ganiza ional pe o mance. The second segmen o he esea ch in en ion
is e l ec ed in he analysis o business en i onmen as he de e minan s o inno a i e aspi a ion
wi hin he exis ing managemen ac i i ies.
To his end, esea ch me hodology based on bina y and mul inomial logis ic eg ession and
Spea man’s ank co ela ion coe i cien we e applied. The sample comp ises la ge en e p ises on
he e i o y o he Republic o Se bia.
The ob ained esea ch esul s poin ed o he sequen ial impac o inno a i e managemen
ac i i ies on o ganiza ion pe o mance on he one hand and he connec ion be ween business
en i onmen and inno a i e managemen p ac ices on he o he .
The scien i i c con ibu ion o he pape is he choice o an insu i cien ly ep esen ed opic and
esea ch p oblem ac oss all dimensions, which can be concluded obse ing he esea ch esul s
ob ained so a . The scien i i c con ibu ion o he pape is also emphasized by he complexi y
o de i ning and measu ing he esea ch a iables o he se esea ch p oblem. The ac ha all
business achie emen s a e de e mined by he managemen ’s abili ies addi ionally poin s o he
impo ance o he pape .
Keywo ds: Inno a i e managemen p ac ices, managemen unc ions, manage ial oles,
business pe o mance, dynamic en i onmen .
JEL Classi i ca ion: L20, M21, O39, P47.
DOI: 10.15240/ ul/001/2019-4-005.
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