The evaluation of project management practices in the Czech social enterprises

Kubíčková, Klára; Hodžić, Majra

doi:10.1080/1331677x.2018.1553679

Cited by 9 publications

(11 citation statements)

References 32 publications

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“…Management of SMEs is defined as the process whereby the firm's entrepreneurs or owners rely on the current and past working experience derived from other working environments or places, skills, and exposures acquired to manage the firm (Mamabolo & Myres, 2020;Meyer et al, 2018). Project management practice has a significant impact on annual turnover and number of employees dynamics not only in private companies but in social enterprises as well (Kubíčková & Hodžić, 2019).…”

Section: Literature Review 21 Management Of Smesmentioning

confidence: 99%

Selected Factors of SMEs Management in the Service Sector

Belás

Amoah

Petráková

et al. 2020

JoTS

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The article aims to compare important management factors between SMEs in the service sector and SMEs in other entrepreneurship sectors. The study was realized in the Czech Republic and the Slovak republic over SMEs in the service sector and other sectors in 2019-2020. The data were collected from the owners or top-level managers; the total sample used in the study was 822 SMEs. The questionnaire was constructed in an online version and was fulfilled by 240 SMEs in the service sector and 582 other companies in the Czech or Slovak republic. The research hypotheses were evaluated by basic statistics tools: contingency tables, Z-score, and Chi-square test. The results showed that there are significant differences in the agreed attitudes to the statement: "I manage the company for more than 8 hours a day" between the Czech (62%) and Slovak (71%) respondents in the service business sector. Neither nationality nor the business sector is essential determinants in the perception of human capital as the most critical element in the company (8 out of 10 respondents) and the fact that the owner (manager) of the company should regularly evaluate the performance of its subordinates and motivate them to innovate in work processes. The results are interesting for the entrepreneurs themselves and for entities and organizations that help SMEs' business activities in selected countries, respectively, for economic policymakers.

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Section: Literature Review 21 Management Of Smesmentioning

confidence: 99%

Selected Factors of SMEs Management in the Service Sector

Belás

Amoah

Petráková

et al. 2020

JoTS

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“…It is unclear how many social enterprises use accepted project management practices as there is limited empirical evidence in the literature. A survey of project managers in 61 Czech social enterprises indicated that some project management practices were followed by almost half of the survey participants, but that 16% did not follow these practices at all (Kubíčková and Hodžić, 2019). Barriers to the adoption of project management practices were identified, with the survey responses indicating a lack of time (approximately 31%), lack of expertise (approximately 28%) and lack of money (25%).…”

Section: Resultsmentioning

confidence: 99%

“…Barriers to the adoption of project management practices were identified, with the survey responses indicating a lack of time (approximately 31%), lack of expertise (approximately 28%) and lack of money (25%). In terms of specific project management practices, Kubíčková and Hodžić (2019) found that while 49% had allocated people to projects according to the specific needs of the project, only 33% had a project manager, and only 16% had an entire project team. Furthermore, they found that budgets, economic evaluations, and SWOT analysis were the most used tools.…”

Section: Resultsmentioning

confidence: 99%

Advancing research on project management in hybrid organizations: insights from the social enterprise literature

Jewer

Jugdev

Amini

2023

IJMPB

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PurposeThis paper aims to understand the challenges of managing projects in hybrid organizations. The authors explore how organizations with persistent competing institutional logics strive to balance competing priorities, and the authors craft a research agenda to examine the capabilities to manage projects in hybrid organizations.Design/methodology/approachThe authors focus on the social enterprise hybrid organizational form to study how such organizations manage persistent competing social and economic logics. The authors review the project management and social enterprise literature to generate new insights and suggest future research directions for theory development for project management.FindingsThe understanding of the influences of the institutional context on the management of projects is still quite limited. The authors propose that project managers need adaptive capabilities to address how the dual logics, and their corresponding different expectations, can be flexibly combined. The objective is not to reduce the complexity due to the different logics, which is the focus of much of the literature on institutional complexity. Instead, the focus is on how to incorporate dual logics into a successfully blended hybrid organization.Originality/valueThere is a dearth of literature about how projects are successfully managed in hybrid organizations with persistent competing institutional logics, like social enterprises, and important questions remain to be answered. This paper offers new insights on the capabilities required to flexibly combine dual logics that would generally compete and create conflict on projects in hybrid organizations.

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“…It is always imperative to all the organizations to analyze its environment to identify the threats and opportunities and to frame the optimal and most appropriate strategies to achieve its long-term objectives and this process is not only important for manufacturing firms but also in the service sector (Volkova, 2015). Project management practice is an important tool in increasing higher business performance, particularly in social enterprises (Kubíčková and Hodžić, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Selected aspects of strategic management in the service sector

Dvorský

Petráková

Khan

et al. 2020

JoTS

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The focus of the present paper is to identify and defines the important factors of strategic management in SMEs with a specific focus on the service sector and to compare its current situation in the Czech Republic and Slovak republic firms. To shape the study, survey-based research planned and conducted in the Czech Republic and Slovak republic over SMEs in the service sector. The data were collected from the owners or top-level managers, the total sample used in the study was 822, 454 respondents from the Czech firms and 368 firms from the Slovak republic. The study employs basic statistics tools, percentages and mean values, used Z-score to compare the respondents in the Czech Republic and Slovak republic. The major findings of the study reveal that majority of the firms in both the countries use strategic management as an integral part of corporate governance and believe that strategic management usage improves the competitiveness of the firms and its stability in domestic and foreign markets. Another interesting finding reveals that the business sector is not a statistically significant factor in evaluating the sources of strategic risk, found from the firms of both countries. The paper adds to the existing literature of SMEs, investigated the use of strategic management tools for their sustainability and competitiveness. As the key aspects of strategic management are much used in large size organization but less explored in the smaller segment. The outcome of the study can help to understand the SMEs’ attitude towards strategic management usage. It is very useful for long term survival, stability, and expansion, as both countries’ economy is heavily depending on the SMEs.

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The evaluation of project management practices in the Czech social enterprises

Cited by 9 publications

References 32 publications

Selected Factors of SMEs Management in the Service Sector

Selected Factors of SMEs Management in the Service Sector

Advancing research on project management in hybrid organizations: insights from the social enterprise literature

Selected aspects of strategic management in the service sector

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