No abstract

Research question: The study aims to extend and deepen the understanding of maturity level of knowledge transfer effectiveness between project team members in an organization in which disruptive innovations and external forces foster acceleration of various types of changes within organization. Motivation / Idea: Banks in Serbia are characterized by dominant functional organizational structure in which knowledge is acquired and stored in well-established departments and branches. On the other hand, the banking sector in Serbia is going through transformation mainly due to external forces that accelerate significant changes, at the same time implying meaningful increase in number and types of projects which are becoming increasingly demanding and complex. These factors further imply a shift from functionally-based operations to project-based operations. A radical shift of temporary organization from functionally-oriented to project-oriented foster new challenges when knowledge transformation is in question. Accordingly, the purpose of this paper is to research predictors for knowledge transfer success between project teams and to reveal major barriers to knowledge transfer effectiveness in the banking sector. Data / Tools: This paper opted for a survey research method and the sampling frame includes 13 banks that operate in Serbia. Findings: Research results show that knowledge transformation between project team members is low. Moreover, very dynamic circumstances, projects complexity and tight deadlines create new challenges when knowledge transfer effectiveness is in question. Accordingly, research results show that organizational understanding, valuing and adequate support for knowledge acquisition and transfer represent significant indicators for knowledge transfer success within project teams in the banking industry of Serbia. Besides, individual readiness, efforts, capabilities and history of successful knowledge transfer play an important role in knowledge transformation success. Finally, regression analysis output disclosed that all observed aspects, i.e., characteristics of knowledge transfer, individual and organizational aspects represent significant simultaneous predictors for knowledge transfer success between project teams in the banking sector of Serbia. Contribution: The paper contributes to enriching the literature on knowledge transfer between project teams in an industry’s, country’s and regional contexts that have been poorly addressed so far. By focusing on this phenomenon, the paper contributes to project managers, strategic managers and policy makers by addressing the gap between importance of knowledge transfer in one hand, and poor project outcomes on the other.

This study was developed with the aim to propose quantitative decision-making model in organizational change management, which is based on change equation application in real time, as an emerging ecosystem that should be further adopted in change management practice to create value in complex decision making and at the same time to increase change success. The paper opted for an integrated qualitative and quantitative research methods, based on empirical data collection. Sampling frame includes respondents from fourteen different industries in SouthEast Europe. Data analyses were carried out in three main phases using proven statistical methods. Based on the results, general hypothesis introduced in the study is supported. In other words, successful change occurs when the product of all three variables, i.e. D, V and F is higher than resistance to change, and vice versa. Also, research results show that change equation can successfully predict change outcome and explain a portion of change success variability. Finally, research fi ndings indicate that the model should be revised and further developed. Research limitations are determined by signifi cant variance in the model that may result of situational factors. Also, the research was based on a relatively limited sample and focused only on data collection from SouthEast Europe. Despite its limitations, this study can contribute both to theorists and practitioners. First, the paper contributes to the change management theory, business decisionmaking theory, organizational development theory and the behavioral theory. Second, the paper can contribute to strategic managers, change leaders, change agents and consultants who deal with change management by adopting the upgraded change model that can be applied in all phases of change process, including measurement of the change outcome.

The research scope of the paper is prioritization of open innovation determinants in banking industry using an integrated application of qualitative and quantitative methods in the evaluation process. The research methods were implemented to compound the depth of experts' knowledge and experience on the one hand, and the precise mathematical reasoning, on the other, thus creating the objective and accurate basis for effective decision making. The overview of determinants of open innovations in banking industry has been obtained from the literature overview and the Delphi study conducted among 51 experts from banks in Serbia. Fifteen significant determinants within five dimensions were further evaluated through AHP decision-making method to prioritize them toward the development of the open innovation in banking. The research results show that effective application of open innovation in banking lies in formal reinforcement by management to integrate innovation into organizational policies and in designing dual structures that facilitate the initiation and implementation of an innovation, i.e. building an ambidextrous organization. The research findings and results introduced in this paper can be usefully applied and widely used by both academics and practitioners who are interested in applying the open innovation concept in banking industry.

The article is conceptualized to shed more light on the existing theoretical fund by extending and deepening the understanding of perspectives of sustainable project management on the horizon towards Society 5.0. The purpose of the study is to enlighten the powerful contributor in shaping a phenomenon grounded on a human-centric society that empowers the long-term prosperity and well-being of all involved parties in a collective intelligence ecosystem. The paper opted for a research method that is based on secondary data collection using a systematic literature review approach. Referring to the existing theoretical fund, current trends in the macro environment on one hand, and the vision of Society 5.0 on the other, the research results signify transformation-related perspectives in the project management landscape towards a sustainable framework that fits the Society 5.0 context. The conclusion depicts limitations and contributions to both, theory, and practice.