Organizacijų valdymas neapibrėžtumų aplinkoje: teorija ir praktika

Jucevičius, Giedrius; Bakanauskienė, Irena; Brasaitė, Daiva; Bendaravičienė, Rita; Linkauskaitė, Ugnė; Staniulienė, Sonata; Stonkutė, Eglė; Vveinhardt, Jolita; Žirgutis, Vytautas

doi:10.7220/9786094673108

Cited by 9 publications

(6 citation statements)

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“…Various actions are planned to reduce the impact of uncertainties on the organization's operations. According to Jucevičius et al (2017), these actions aim to increase the flexibility of an organization's processes and responsibilities, diversify products, build partnerships at different levels and types, invest in risk-absorbing mechanisms, etc. This suggests that many of the impediments to successful change and adaptation in the aviation sector can be beaten by the ability to react to rapid environmental changes.…”

Section: Interviews With the Company Representative And The Dean Of V...mentioning

confidence: 99%

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Managing Organizational Changes During the Covid-19 Pandemic: The Case of Lithuanian Airports

Skačkauskienė

Leonavičiūtė

Sakalauskė

2022

International Scientific Conference „Business and Management“

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Aviation is one of the most severely affected global industries by the COVID-19 pandemic: the total number of seats offered by airlines in 2020 decreased by about 50%, the number of passengers fell by about 60%, and this result-ed in an estimated 371 billion USD loss. Thus, organizations in the aviation sector had to adapt their activities urgently to the changes in the external environment. This study aims to investigate how a state-owned company can adapt to such an extreme situation. In order to find out what measures have been taken to stabilize the situation, the empirical evaluation was carried out while using methods of case study, statistical data analysis, qualitative content analysis, and semi-structured interviews. The research results suggest that the state enterprise Lithuanian Airports has effectively managed organizational changes during the crisis by adapting strategy and everyday processes. The main factors which have helped the organization to adapt were decisive strategic changes and the ability to think outside the box.

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Section: Interviews With the Company Representative And The Dean Of V...mentioning

confidence: 99%

“…According to Jucevičius et al (2017), a successful strategy requires full commitment of the organization, distributing the necessary resources and making a consistent effort to achieve the set goals. However, an uncertain external environment creates a paradoxical situation:…”

Section: Introductionmentioning

confidence: 99%

Managing Organizational Changes During the Covid-19 Pandemic: The Case of Lithuanian Airports

Skačkauskienė

Leonavičiūtė

Sakalauskė

2022

International Scientific Conference „Business and Management“

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“…Šidlauskas (2019) believes that the DPO may improve his knowledge in the field of data protection by taking advantage of various opportunities, such as studying the GDPR, consulting with the Authority, relying on external audit procedures (should any be carried out), using public and paid sources of information, attending conferences, taking courses. While operating in an environment full of uncertainties, every organization is faced with the problem of information accessibility, or, on the contrary, with the excess thereof (Jucevičius et al, 2017). By working for an organization, people acquire specialized skills, their talents and attitudes are revealed, and they have a bearing on productivity, quality and profitability.…”

Section: Functions Qualification Requirements and Status Of A Data Protection Officer Within An Organizationmentioning

confidence: 99%

The Role and Significance of the Data Protection Officer in the Organization

Limba

2021

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Following the entry into force of the General Data Protection Regulation (hereafter referred to as the GDPR), organizations that process personal data must ensure and demonstrate compliance with all of its principles. A new post, known as the Data Protection Officer (hereafter referred to as the DPO), has been created. The appointment of this official may be one of the measures necessary to implement the principle of accountability. The purpose of the article is to analyze the institute of the DPO as part of the regulatory framework laid down in the Regulation, and to provide generalized recommendations to organizations.

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“…Management theorists and practitioners have recently pointed out that organizations are increasingly facing complex phenomena that are difficult to explain by linear thinking models, and traditional methods for managing them are limited (Uhl-Bien and Arena 2017; Jucevičius et al 2017; Uhl-Bien 2021). In this context, the theory of complex adaptive systems (hereinafter CAS) receives wide attention from scientists and is often regarded as the new paradigm of organizational management in the scientific discourse (Boisot and McKelvey 2010;Capra and Luisi 2014;Sapir 2019).…”

Section: Introductionmentioning

confidence: 99%

A Model for an Organizational Career Development System Applying the Theoretical Principles of Complex Adaptive Systems

2023

VPA

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Complex social environments change traditional human resource management policies and practices, affecting customary interactions between organizations and employees. The aim of this article is to propose a model for an organizational career development system based on the principles of complex adaptive systems (CAS) grounded in an analysis of the issues and challenges arising for individuals and organizations in complex environments. This model can then be applied in businesses and public sector organizations. The methods of scientific literature analysis, synthesis and theoretical modeling are used in this article. Currently, it is more reasonable to understand careers and their management not purely from the organizational and structural perspectives, but as dynamic processes where employees expand their career potential in the form of knowledge, skills and behaviors through various learning experiences provided by the organization, and organizations use these intangible assets as adaptive and creative potential in a complex environment. Individuals can no longer rely on traditional principles of career development based on rationality and planning that used to work in stable environments. For individuals, it is necessary to engage in a continuous meaning-making process by enhancing working experiences and strengthening career potential, which primarily involves investing in personal career capital through learning activities. Intellectual, creative, and adaptive resources accumulated in the careers of individuals compose an important part of the human capital of organizations. This then becomes the essential source of competitive advantage, especially in knowledge-based spheres. As a result, the career development models of organizations change from traditional, stable, universal and hierarchical to 394 V. Rapuano, A. Valickas. A Model for an Organizational Career Development System ... dynamic, flexible, individualized processes that increase the career potential of employees and provide organic structures which satisfy the diversity of individual and organizational career needs.

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Organizacijų valdymas neapibrėžtumų aplinkoje: teorija ir praktika

Cited by 9 publications

References 0 publications

Managing Organizational Changes During the Covid-19 Pandemic: The Case of Lithuanian Airports

Managing Organizational Changes During the Covid-19 Pandemic: The Case of Lithuanian Airports

The Role and Significance of the Data Protection Officer in the Organization

A Model for an Organizational Career Development System Applying the Theoretical Principles of Complex Adaptive Systems

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