1. Managing projects in large companies – project success factors in the crisis and post crisis period : evidence from Serbia and SloveniaDragan Lj. Bjelica, Marko Mihić, Dušan Gošnik, 2026, original scientific article Abstract: This paper investigates project success factors (SF) and project success criteria (SC) in large firms and aims to identify which contribute the most to project success. The results of this study are based on a survey of large firms in Slovenia and Serbia. A sample of 175 large firms is included. The Mann-Whitney test was used to compare groups across countries and between the COVID-19 and post COVID-19 periods. A comparison study of project SF and SC between the period of COVID-19 crisis and post COVID-19 is presented. Findings suggest a high degree of alignment between both countries: both prioritise user appreciation as the most important project SC and clear goals and objectives were identified as the most critical project SF. The results also show that a well-defined project management process is the most critical factor for successful project implementation. Project managers were constantly the most dominant decision makers on projects during and after the COVID-19 period. Analysis shows no significant differences between project SF and SF during and after the COVID-19 period, indicating that large companies are resilient in managing project success.
Keywords: project, large firm, success, crisis, comparison, Serbia
Published in RUP: 09.03.2026; Views: 201; Downloads: 6
 Full text (983,79 KB)
This document has more files! More... |
2. Integration of Lean and Six Sigma Methodology for Process ImprovementDušan Gošnik, 2025, published scientific conference contribution Abstract: Lean (L) and Six Sigma (SS) are among the most popular process improvement methodologies in organisations. This research reveals, how can L and SS methodologies be integrated. Integration of L and SS can improve outcome of process improvement initiatives, improve process efficiency and improve also thus related organisational performance. L enables SS speed such as faster cycles of experimentation and learning and on the other hand SS enables L quality such as less defects and less time for rework. Despite well-known benefits of LSS, many organisations are still not using LSS. Based on literature review we analyse and present the latest findings and research results about LSS use in organisations including various perspectives such as; how to integrate L and SS, impact on process improvement and organisation performance, in which stages of SS projects can L be integrated the most efficiently, what to consider at LSS use to achieve better process efficiency in organisations. Suggestions for more efficient LSS use in organisations include; interaction of L and SS at process improvement actions already in the project planning phase, the use of LLS based on an available resources and top management support. Experiences about LSS use from organisations Slovenia are presented. Research results dependent on the secondary literature review and limited data about LSS use and experiences from Slovenia. The results of this study have a great value to researchers, LSS practitioners, managers in organisations during planning and scheduling LSS projects.
Keywords: management, Six Sigma (SS), Lean (L), LSS, method, process, integration, study
Published in RUP: 04.03.2026; Views: 194; Downloads: 3
Full text (1,28 MB)
This document has more files! More... |
3. Analysis of key impact factors in new methods implementation in organisations : a change management perspectiveDušan Gošnik, Mateja Jerman, 2026, original scientific article Abstract: Background/Purpose: This paper examines the key factors for successful change implementation in organisations, management qualities, and the most common barriers to change implementation. The main change we focus on is implementing new work methods in the organisation, such as Six Sigma, Lean, Lean Six Sigma, Kaizen, and similar methods. Methods: The latest findings from the literature about change management, key success factors and barriers to change implementation are presented. An empirical study of 55 organisations from Slovenia is presented. An online questionnaire was used to gather data. Descriptive statistics were used to analyse the data. The research questions concerned the key factors influencing the successful implementation of organisational changes, the qualities neces- sary for organisational leaders, and the most common barriers to successful implementation. Results: The key factors for successful change implementation are strongly connected to cultural and human-re- lated factors, such as top management and employee involvement. Choosing the right leaders and communicating effectively about the implementation of change are key success factors. Key barriers identified include ineffective means of communication and employee habits and mindsets that do not support change. The most important quality of a manager who is leading organisational change is respect for other parties in the change management process, such as employees. Conclusion: Understanding key success factors and the barriers to implementing change in organisations can im- prove change management practices. The findings contribute to a better understanding of change management in the implementation of new methods in organisations and deliver theoretical and practical implications.
Keywords: change, management, method, implementation, success
Published in RUP: 17.02.2026; Views: 267; Downloads: 5
Full text (644,35 KB)
This document has more files! More... |
4. |
5. |
6. Managing innovation in agriculture through digital transformation : bachelor thesisMarija Misheva, 2025, undergraduate thesis Keywords: digital transformation, digital agriculture, innovation management, precision agriculture, IoT, drones, employee adaptation, agri-tech
Published in RUP: 14.07.2025; Views: 608; Downloads: 12
Full text (837,20 KB) |
7. |
8. |
9. |
10. |
