The integration of Robotic Process Automation (RPA) with Enterprise Resource Planning (ERP) systems presents a complex evolutionary challenge. Existing frameworks fail to capture the divergent strategic paths organizations take. This article proposes a three-dimensional conceptual model to explain this phenomenon, defined by the axes of Integration Locus (Resilience), Task Intelligence, and Scale of Automation.
In contemporary business environments, brand identity is increasingly recognized as a critical intangible asset shaped not only by external communication but also by internal organizational factors. While prior research has examined organizational culture, strategic human resource management (HRM), and brand identity in related but often separate streams, limited attention has been given to their combined integration through employee-related psychological mechanisms, particularly in small and medium-sized enterprises (SMEs) operating in emerging economies. The purpose of this study is to develop and empirically test a psychological integration model that explains how perceived organizational culture and perceived strategic HRM influence brand identity in SMEs.
The Markets in Crypto-Assets Regulation (MiCA) and the eighth Directive on Administrative Cooperation (DAC8) reshape how EU tax authorities access cryptocurrency transaction data. This study examines the organisational-capacity deficit facing a small EU tax administration on the eve of DAC8, using Croatia’s cryptocurrency sector as the empirical setting.
The use of firearms represents the most severe coercive measure in policing and requires a high level of legal knowledge, technical competence, and psychological preparedness. Although the use of firearms by the Slovenian police is relatively rare, decisions regarding their deployment involve significant legal, ethical, and organizational consequences. The purpose of this study is to examine police officers’ preparedness for the use of firearms and their perceptions of the existing training system.
Strategic supply chain partnerships increasingly depend on the effective management of interorganizational relationships characterized by power asymmetries, behavioral dynamics, and trust. Although power, trust, and opportunistic behavior have been extensively studied, these constructs have largely been examined independently. This study addresses this gap by investigating the relationships among organizational power, Machiavellian behavior, and trust within strategic supply chain partnerships and by evaluating an integrated conceptual framework that combines structural, behavioral, and relational dimensions.
