This study examines the relationship between purpose-driven leadership and extra-role behavior, focusing on the mediating effects of employee engagement and organizational justice. A delayed-response field survey was conducted among 447 employees from 21 Croatian organizations. Mediation analysis revealed that purpose-driven leadership indirectly affects extra-role behavior through full mediation by employee engagement and organizational justice. These findings underscore that employee engagement and organizational justice are essential psychological mechanisms linking leadership and employees' discretionary behaviors. Introducing the concept of purpose-driven leadership to the Croatian context, this study offers novel insights into how leadership fosters positive workplace outcomes. The results provide practical implications for managers, highlighting the importance of aligning leadership strategies with engagement and justice to enhance extra-role behavior. However, limitations arise from data collection from a single source and the involvement of both private and public sector organizations, suggesting avenues for further research.

In recent years, researchers have begun exploring the concept of purposeful business, in which employees’ personal purpose plays a key role. Purposeful business significantly contributes to developing positive behaviors and outcomes, such as increased engagement, enhanced commitment, and improved individual and organizational performance. However, previous research has largely focused on observing purposeful business exclusively in private organizations. This study examines the relationship between personal purpose and commitment in public organizations, focusing on the moderating effect of purpose identification. A survey was conducted among 160 employees from seven Croatian public organizations. Moderation analysis revealed that purpose identification moderates the relationship between personal purpose and commitment. These findings underscore that employees’ personal purpose is an essential psychological mechanism for increasing their commitment, but only with the support of purpose identification. This study is the first to introduce the concept of personal purpose into the Croatian organizational context, offering new insights into purposeful business. The results provide practical implications for managers, highlighting the importance of harmonizing employees’ personal purpose with organizational purpose to enhance organizational commitment. However, limitations arise from collecting data from a single source in one time period and the involvement of only seven public organizations, suggesting avenues for further research.

This paper aims to provide researchers and policymakers with a model to assess and develop digitalisation in the social economy's people care sector. The model consists of internal and external factors. After the model had been theoretically conceptualised, it was evaluated using the survey that included 58 organisations: 49 participated in the questionnaire, and nine were visited and interviewed. The organisations came from Prato (Italy), Mataro (Spain), and Varazdin (Croatia). In all three, there are good examples regarding digitalisation, and also examples of organisations still in the beginning phase of considering digitalisation. Interview results confirmed this. Additionally, the authors presented digital tools used in the field and gave some recommendations as a starting point to foster the digitalisation process in social organisations dedicated to personal care services.

This paper examines Croatian national culture value dimensions, employee leadership behavior preferences, and their relationships. The analysis confirms Croatia's cultural homogeneity revealing no statistically notable cultural difference between its two main regions (Adriatic and Continental Croatia). The research highlights cultural inclination towards Individualism, indicating a value for personal autonomy, individual aspirations, and a family-centric orientation. Croatia demonstrated a weak tendency to Uncertainty Avoidance, pointing to a cultural openness towards risks, changes, and new challenges. Some significant relationships between cultural value dimensions and preferences for leadership behaviors are found. Through its significant results, this study contributes to the understanding of Croatian societal values and leadership preferences.

In recent decades, scientists have researched how to develop employees' positive attitudes and have shown how these attitudes are correlated with each other. In this paper, attention is paid to examining the relationship between organizational commitment, employee engagement, and organizational citizenship behavior in small Croatian companies. The findings of this study could provide valuable insights for managers of small companies, helping them understand and enhance employees' positive attitudes and behaviors. For this purpose, a bibliometric analysis of citations was made using the database of published articles in the Web of Science over the last 10 years. Additionally, quantitative primary research was conducted in small Croatian companies, ensuring the reliability of the findings. Valid data was collected from 20 industrial, trade, and service companies, with a sample consisting of 213 employees. A bibliometric analysis showed that organizational citizenship behavior is related to many constructs, including organizational commitment and employee engagement. Also, research results showed a positive relationship between organizational commitment and organizational citizenship behavior and indicated that employee engagement does not mediate or moderate the relationship between organizational commitment and organizational citizenship behavior.

The role of organizational values in business has been increasingly recognized in recent years. They connect all business segments and influence the formulation of organizational goals and business strategy, and modern management is therefore paying increasing attention to the management of organizational values. The aim of this paper is to present and compare espoused or publicly declared organizational values of the largest companies worldwide and in Croatia. For this purpose we made an analysis of corporate web sites and those parts of publicly available documents which indicate organizational values on the samples of the 100 largest Croatian, as well as 100 world's largest companies. This paper presents the most specific values of the two samples, but also the results of the comparison of their organizational values according to the Mission-based model of organizational values. The results indicate that there are some similarities, but also significant differences in values orientations espoused by the largest Croatian and worldwide largest companies. In addition to theoretical contribution, this paper has practical implications as it indicates trends in managing organizational values in business practices of the world's largest companies. Finally, it represents the first systematic comparison of the practice of managing organizational values of Croatian companies with the largest companies in the world.

Posljednjih godina sve se više prepoznaje uloga organizacijskih vrijednosti u poslovanju jer one povezuju sve segmente poslovanja te utječu na oblikovanje ciljeva i poslovne strategije organizacije. Suvremeni menadžment zato sve veću pažnju pridaje upravljanju organizacijskim vrijednostima. Cilj ovog rada je prikazati i usporediti deklarativne, odnosno javno objavljene organizacijske vrijednosti najvećih svjetskih i hrvatskih poduzeća. U tu svrhu napravljena je analiza korporativnih mrežnih stranica i javno dostupnih dokumenata 100 najvećih svjetskih i 100 najvećih hrvatskih poduzeća, i to onih dijelova na kojima su navedene organizacijske vrijednosti tih poduzeća. U radu su predstavljene najčešće specifične vrijednosti dva navedena uzorka, a dodatno i rezultati usporedbe organizacijskih vrijednosti prema Modelu organizacijskih vrijednosti temeljenom na misiji. Rezultati ukazuju na to da postoje neke sličnosti, ali i značajne razlike u vrijednostima koje kao dominantne ističu najveća svjetska i najveća hrvatska poduzeća. Osim teorijskog doprinosa ovaj rad ima i praktične implikacije jer ukazuje na trendove upravljanja organizacijskim vrijednostima u poslovnoj praksi najvećih svjetskih poduzeća te predstavlja prvu sustavnu usporedbu prakse upravljanja organizacijskim vrijednostima hrvatskih poduzeća s najvećim poduzećima u svijetu.

The COVID-19 pandemic turned the world upside down overnight. Everyday change is the new normality. This presentation aims to consider changes in managing organizations as consequences of the COVID-19 pandemic. The critical question for modern managers is whether the current COVID-19 pandemic is a business nightmare or a unique opportunity for success? We should also consider some other specific questions: (1) What can we do to reorganize our office? (2) Should we, and if yes – in what way, change communication with our team members? (3) How to achieve work-life balance now, given that we have not managed to do that before? (4) Is there still a chance for those who have not digitally transformed so far? (5) How does the new normality changing organizational culture? (6) How to manage organizational values to support the new business normality while being authentic simultaneously? (7) Are the troubles caused by the pandemic an opportunity to become more aware of why we are doing what we do and then focus on it and thus have more purpose-driven organizations in our environment? Answering these and some other questions, we will take a peek into the future of management.

Purpose. The purpose of this article is to highlight the growing phenomenon of purpose-driven organizations and to explore the role of organizational values in the creation of such organizations. Given that there are different approaches to managing organizational values, particular attention is given to their need for balance, in the sense that the organization simultaneously promotes and develops values from different value categories. Approach. This paper presents the results of some recent research showing that today (1) the largest and most influential companies worldwide are managing their values in balanced way and that (2) managing values in a balanced way improves organizational effectiveness. Findings. Balanced values are helping organizations to focus on their key stakeholders and bring attention to the purpose of their businesses. Originality. This paper contributes to the understanding that the traditional old management logic is evolving into the new logic of purpose - modern businessmust produce a win-win result(s) for everyone rather than just for selected privileged stakeholders. The key to achieving this is focusing on organizational purpose.

Organizational values are a part of the core ideology of any organization; therefore, managing organizational values is one of the preconditions for achieving business success. However, the question arises of how to manage organizational values to increase overall business success. The main research question asked in this paper is whether organizations with balanced values, i.e., those with an equal representation of values from different categories with a common focus, are more effective than those with imbalanced values. To test the research question, a study of 24 Croatian companies was conducted. The level of balanced values was measured with the Mission-based model of organizational values, distinguishing between four basic value categories-business values, relational values, development values, and contribution values. In addition to researching the impact of balanced organizational values on the overall level of organizational effectiveness, the impact of that balance was also investigated for the five different perspectives of organizational effectiveness based on the Balanced Scorecard approach. The findings indicate that organizations with balanced organizational values are, in general, more effective than organizations with imbalanced values. This paper therefore contributes to a better understanding of the role of organizational values in modern business and particularly to an understanding of the importance and role of balanced organizational values.

The objective of this research is to explore the relationships between values, values' fit, and quality management with organizational performance, and to investigate the mediating role of knowledge management creation between these three antecedents of organizational performance. Aiming this purpose, a mixed-methodology approach was conducted. First step was performing quantitative research through a questionnaire on two different samples (one for the exploratory factor analysis and another for the research model). The second step consisted on qualitative research based on semi-structured interviews. The posited hypotheses are tested statistically through Structural Equation Modelling technique. The results show that quality management and knowledge creation have significant and positive impact on organizational performance. This research makes an original contribution to the existing literature by proposing new scales of the constructs that are analysed. Results suggest ground-breaking and unexpected ideas regarding values, values' congruence and the role of knowledge management with organizational performance. This study also has practical implications for managers.

This paper proposes a performance measurement system (PMS) based on the Balanced Scorecard (BSC) that requires only 25 common key performance indictors (KPIs), which are characterized by their easiness to collect, in turn making the PMS an affordable instrument for all types of organizations, regardless of their resource availability.This is particularly relevant for SMEs.A sample of 813 surveys collected from managers in the Republic of Croatia is analyzed through structural equation modeling.The proposed simplified BSC shows good psychometric features, and the relationships found among the four classical perspectives are consistent with the literature, which provides homological validity for the model.This paper also proves that the equilibrium among the four perspectives has a significant impact on three perspectives, vouching for the importance of this balance among perspectives.It further shows the extent to which strategy influences the four perspectives.The proposed simplified BSC may interest both academics and practitioners as it does not require any special knowledge or additional resources to be implemented and monitored while also highlighting (i) the importance of strategy in the design of the model (ii) and the importance of balance among perspectives.

The in-depth interview, as an instrument of exploratory research for collecting primary data, is one of frequently used method for conducting qualitative research in social sciences. Given that the in-depth interview is carried out for collecting data that goes into "depth" of the research, it is considered as a very useful method for identifying some specific problems. Therefore, this method of market research is often used in management research, as well as in the examination of different management approaches, which is the subject of this paper. The purpose of the paper is to examine the applicability of the in-depth interview in assessing the implementation level of the Management by Missions (MBM) model in the case study of the Spanish multinational company in the agricultural sector. MBM is one of a newer management approaches that implies the implementation of company's mission-as the fundamental purpose of the company existence-at all organizational levels, aiming to increase the level of employees' identification with the company they are working for, and consequently to achieve higher levels of organizational effectiveness. Specifically, the paper tries to answer the question of how in-depth interviews can help to assess the implementation level of the MBM model, to identify the problems and challenges the company faces when implementing the MBM and to generate suggestions for improving the implementation process of MBM. This paper presents some of the results of qualitative exploratory research conducted by in-depth interviews on an intentional sample of five employees of multinational company in the agricultural sector, i.e. expert sample. These respondents work in different positions, departments and organizational levels in the company, and thus they have different roles in the MBM implementation process. In this paper, we wanted to find out how conducting in-depth interviews can help in identifying problems that the company may encounter in the process of MBM implementation, with the aim of further improving its implementation. In this case, in-depth interviews proved to be a very good method, as the small sample of respondents enabled us to undertake a deeper analysis of the interviews. Conducting in-depth interviews uncovered some specific challenges in MBM implementation in multinational company in the agricultural sector and solving them would certainly improve not just the implementation of MBM in that particular company, but could serve as guidelines for further development of the MBM model. Ultimately, we summarize the results of our research with concluding comments and discuss its limitations and recommendations for future work.

In modern business circumstances it is imperative to have motivated employees and to use their full potential for the benefit of the organization, which largely depends on the way in which a job is organized. Previous research suggests that the way in which a job is organized significantly affects the key variables of organizational behavior. The aim of this paper is to explain the role and importance of the Job Characteristics Model (JCM) in contemporary business environments and to show the impact of its basic dimensions on employee motivation, with particular emphasis on the level of job satisfaction. The paper also presents research findings that show how employees perceive the JCM dimensions and to what extent the dimensions actually affect their motivation and job satisfaction. The research results confirm the importance of this connection; by increasing the presence of positive job characteristics, such as feedback, autonomy and the performance of varied and important tasks, organizations can increase employee motivation and job satisfaction.

Organizational mission is starting point for all organizational activities and its definition is traditionally in the responsibility of the top management. However, more and more authors, but also examples from business practice, indicate that unilaterally definition of organizational mission by the top management does not give expected results, and especially if such defined mission is not aligned with personal missions of employees. The purpose of this paper is to highlight the importance of connection, and even the congruence between personal and organizational mission, with special emphasis on the key link of this connection – organizational values. In doing so, we considered the similarities and differences between personal and organizational mission and then we analyzed the benefits of integration of personal and organizational mission for modern organizations. Today's employees spend a lot of time at work and it is harder to separate private from business life. Given that fact, individuals whose personal mission is congruent with the organization's mission are more satisfied with their job. However, for congruence between personal and organizational mission, it is very important to create a culture based on well-institutionalized values. Based on the Mission-based model of organizational values and its four dimensions—stability, progress, self-orientation, and social-orientation—in this article we analyze how these different types of values can reinforce the connection between the personal mission of employees and the organizational mission. The role of balanced values in doing so is invaluable, because they are the "glue" that properly connects personal and organizational mission. Following these arguments, we provide recommendations for further research and practice on how to address the mission fit and alignment.

The purpose of this article is to clarify whether congruence between espoused and attributed organizational values (CEAOV) in contemporary business circumstances is a necessity or just ‘nice to have’. Accordingly, two objectives are formulated: (a) to investigate whether CEAOV has a direct impact on organizational effectiveness and (b) to assess the mediating effect of organizational commitment between CEAOV and organizational effectiveness. The research was conducted within 15 Croatian companies ( n = 523). Data were collected through content analysis of the official websites of the companies, surveys of employees, semi-structured interviews with the members of top management and analysis of publicly available financial reports. A conceptual model is proposed regarding the mediating effect of organizational commitment on the impact of the espoused–attributed value fit on effectiveness. Structural equation modelling (SEM) was used for the analysis. The results show that CEAOV positively affects organizational effectiveness through the mediation of organizational commitment. The only path to attaining effectiveness is through commitment. No direct effect is found. Our research sheds light on the relevant role of authenticity, in the light of value congruence, in every organization. When employees and organizations live their values to the same degree, there is an impact on organizational commitment and hence on organizational effectiveness.

37. mednarodna konferenca o razvoju organizacijskih znanosti nosi naslov Organizacija in negotovosti v digitalni dobi. Središčna nit konference bo položaj organizacij v današnjem času, ki je močno povezan z elementi digitalizacije ter obenem z dejstvom, da je pogosto edina gotovost današnjega časa ravno negotovost. Sledenje trendom je neizogibno ravnanje organizacij in družbe, če si želimo pozitivnega napredka ter rezultatov, ki bodo doprinesli k boljši in bolj gotovi prihodnosti. Čas, ki ga živimo je čas hitrega digitalnega napredka, pa tudi nemirov in kriznih situacij, ki dostikrat posežejo v normalen vsakdan posameznika, družbe in organizacij. S povezovanjem ključnih elementov organizacije, tj. ljudi, procesov in informatike želimo s konferenco izpostaviti najbolj ključna vprašanja in postaviti odgovore za napredek organizacijskih znanosti. Učimo se iz preteklih izkušenj in nacionalne ter globalne nevarnosti ali slabosti usmerjamo v pozitivni predznak prihodnosti. S konferenco želimo graditi predvsem priložnosti – priložnosti za vse nas, za družbo in za generacijo organizacij in posameznikov, ki se bodo vzpenjali po lestvici uspeha naprej. Z idejo tematske zasnove organizacije, bo moč ter smer naših razmišljanj, dognanj in znanstveno-raziskovalnih rezultatov prvenstveno prepoznavanje, obvladovanje in sanacija negotovosti v organizaciji in širši družbi ter glavnina razvojnih tendenc povezanih s temeljnim procesom današnjega časa – digitalizacijo.

This study introduces the concept of Institutional Compensation Logics, which suggests that organizations can dynamically balance coexisting local and global logics, through a process known as the paradox of embedded action'. Through this process, managers can gradually adapt institutional logics to the global environment, even if their actions, intentions, and rationality are embedded in the very logics that they wish to change. We propose that one important way they do that is by designing corporate values that challenge the organization's local values. To test this approach, we use the mission-based corporate values' framework and analyse the corporate values of a sample from the largest Fortune companies in the two most influential world economies: China (PRC) and the United States (US). Our study also helps advance the understanding of how espoused values are related to cultural values, often in paradoxical ways, thus supporting a negative relationship between espoused organizational and cultural values.

Organizational values play an increasingly important role in contemporary organizations -they intertwine all segments of business and greatly affect the direction of the organization's business strategy.The purpose of this paper is to note that the organizational values that permeate all business segments under modern business conditions form the foundation for the excellence of business organizations.In this regard, we first introduce Kanji's Business Excellence Measurement System (k b e m s) as a starting point for understanding business excellence.According to k b e m s, business excellence is determined by measuring the satisfaction level of customers, employees and other stakeholders to obtain a comprehensive assessment of organizational performance.Specifically, k b e m s consists of two main aspects-leadership and organizational values.In the central part of the paper, we present a case study of Yum! Brands, one of the world's largest fast food companies.Particular emphasis is placed on the detailed presentation and explanation of the basic organizational values of Yum! Brands Company based on two sources of information-espoused values listed on the official web site of the company and various external sources of information from which external stakeholders assess the company's value orientation.Finally, we analyzed the organizational values of Yum! Brands from the perspective of k b e m s.This case study shows that organizational values are the real foundation for business excellence in Yum! Brands.In this context, we considered the relationship between organizational values and key components of k b e m s.This study can therefore serve as an example of putting organizational values into the function of increasing organizational performance, with the ultimate goal of creating organizational excellence.