Purpose The aim of this study is to examine how and in what way authentic leadership and affective employee commitment foster the learning organisation in the context of transitional market conditions. Acting as role factors, their relationships with the learning organisation were examined simultaneously, at leadership and employee level. Design/methodology/approach The study was conducted on a sample of 500 employees from various industries of Serbian transitional economy. For the research purposes, structural equation modeling (SEM) methodology was used. Findings The findings reveal that authentic leadership and employee commitment both play an important role. Specifically, authentic leadership directly and indirectly affects the learning organisation. The indirect effect is partially mediated by the employee affective commitment. Research limitations/implications The focus of this study is limited to the role of authentic leadership in fostering the learning organisation. Apart from leadership and employee commitment, it might be assumed that other variables have the potential to play a role in fostering the learning organisation as well. Originality value To the best of the authors’ knowledge, no previous study has focused on authentic leadership and employee commitment as an “enabling-mechanism” in fostering learning organisations in the context of transitional economies. Consequently, this paper provides theoretical and practical implications on how and in what way they impact a learning organisation by empirically studying them in the context of transitional market conditions.

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The implementation of management systems in organizations is often based on a "blind" meeting of requirements set by the selected standard, while these requirements are not in direct relation to the risks of the organizations. Therefore, it often happens that the established management system is not operational or is not aligned with the context and real needs of the organization. This paper presents general model for the design of an integrated management system based on risk assessment of organization's processes. The model was based on the primary hypothesis that a process that has a higher risk should be described in more detail in order to be adequately realized. The presented Model was tested on three diverse companies which had already implemented management systems according to international standards. Comparing the existing with the projected documentation in three companies, it was concluded that the number, scope and structure of documented information were optimized for successful risk management, which lowers the overall costs and enables efficient management of the company. The paper provides scientific approach and methodology for designing the integrated management system in any organization, using existing risks as universal integrating factor.

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Research exploring quality management, knowledge management, and innovations in organizations has received significant attention from academics worldwide, providing different insights. Innovation has been widely seen as an essential organizational performance driver. This study aims to accentuate the importance of quality management and knowledge management and their direct, mediating, and total effect on an organization’s process innovations. The double-reflective second-order construct model was analyzed following the most recent methodology guidelines. Eventually, partial least squares structural equation modeling (PLS-SEM) was used to test the research hypotheses and investigate the relations between the latent factors. The results from 264 Serbian companies that implemented ISO 9001 standard point to quality management’s direct effect on process innovations and knowledge management’s mediating effect on process innovation.