Prevencija ili evidencija: prepoznati rane simptome krize ili evidentirati gubitke u poslovanju? (

• Authors: Kruljac Žarko , Knežević Danijel

Title variants

EN

Prevention or recording: to recognize early signs of a crisis or record business losses?

• Languages of publication: EN HR

Abstracts

EN

The research in the field of crisis management has become particularly relevant in the last two decades in which, among other things, the global economic crisis occurred, followed by the current economic crisis caused by the declaration of COVID-19 global pandemic. Furthermore, the market has become global, business increasingly digitalized, artificial intelligence is evolving, processes are being robotized, etc. We can conclude that modern business conditions are complex and dynamic, which is why there are many causes of a potential crisis in a company. In practice, managers often react to signs of a crisis which are, in solvency indicators and balance sheet indicators in reference books, described as early signs. The authors believe that such crisis management way is not efficient because the indicators can be defined as the measure of the crisis level in the company and not as early signs of a crisis. An adequate way to prevent a crisis is to recognize the early signs of it through business process management. Reference books prove that most crises are caused by internal factors and business process management solves those inconsistencies. The paper aims to discuss the moment of recognizing a potential crisis in a company, recording it, reactions of managers, as well as point out potential opportunities and ways to prevent a crisis, which are especially reflected in business process management. After the introduction, the paper explains the concept and causes of a crisis, the early signs of a crisis as well as crisis management and business process management. The paper ends with a conclusion.

HR

Aktualnost istraživanja područja kriznog menadžmenta posebno je izražena zadnjih 20 godina u kojima se, između ostaloga, dogodila svjetska ekonomska kriza, a zatim i trenutačna gospodarska kriza uzrokovana proglašenjem globalne pandemije zbog pojave bolesti COVID-19. Nadalje, tržište je postalo globalno, poslovanje digitaliziranije, razvija se umjetna inteligencija, robotiziraju se procesi, itd. Može se zaključiti da su suvremeni uvjeti poslovanja kompleksni i dinamični s čime su i razlozi za potencijalni nastanak krize u poduzeću sve brojniji. Menadžeri u praksi često reagiraju na simptome krize koji se u pokazateljima boniteta i bilančnim pokazateljima u literaturi opisuju kao rani simptomi. Autori smatraju da takav način upravljanja krizom nije učinkovit jer se navedeni pokazatelji mogu definirati kao mjera razine krize u poduzeću, a ne kao rani simptomi krize. Adekvatan način prevencije krize prepoznavanje je ranih simptoma krize putem upravljanja poslovnim procesima. U literaturi je dokazano da je najveći broj kriza prouzročen unutrašnjim čimbenicima, a upravljanjem poslovnim procesima se te neusklađenosti rješavaju. Cilj rada je raspraviti i problematizirati trenutak prepoznavanja potencijalne krize u poduzeću, evidenciju iste, reakcije menadžera kao i ukazati na potencijalne mogućnosti i načine prevencije krize koje se posebno ogledaju u upravljanju poslovnim procesima. U radu se nakon uvoda objašnjavaju pojam i uzroci krize, rani simptomi krize kao I krizni menadžment i upravljanje poslovnim procesima. Na kraju rada je zaključak.

Keywords

EN

crisis management; crisis prevention in a company; early signs of crisis in a; company; business process management

HR

krizni menadžment; prevencija krize u poduzeću; rani simptomi krize u; poduzeću; upravljanje poslovnim procesima

• Publisher: European Business School Zagreb
• Journal: Obrazovanje za poduzetništvo - E4E : znanstveno stručni časopis o obrazovanju za poduzetništvo
• Year: 2020
• Volume: 10/2
• Pages: 155-168

Contributors

author

Kruljac Žarko

author

Knežević Danijel

References

• Albert, S. K. (1974). Expectations effects in organizational change. Administrative Science Quarterly, 19, str. 221-230
• Berghaus, S. and Back A. (2016). Stages in digital business Transformation: Results of an Empirical Maturity Study, MCIS 2016 Proceedings. Dostupno na: http://aisel.aisnet.org/mcis2016/22 (28.08.2017.)
• Bostrom,E. and Can Celik, O. (2017). Towards a Maturity Model for Digital Strategizing, Umea Universtet, Department of Informatics, IT management, Master thesis. Preuzeto s: http://www.diva-portal.org/smash/get/diva2:1113444/FULLTEXT01.pdf (pristup: 19.12.2017.)Bickhoff, N. et. al. (2004). Die Unternehmenskrise als Chance, Berlin: Springer
• Charles, F. H. (1963). Some consequences of crisis which limit the Viability of organizations. Administrative Science Quarterly, 8. str: 61-82
• Elzinga, D. J. Horak, T., Lee, C. Y. and Bruner, C. (1995). Business process management: survey and methodology. IEEE Transactions on Engeneering Management Volume, 42(2)
• Hammer, M. and Stanton, S. (1999). How process enterprises really work. Harvard Business Review, 108-118.
• Gottschalk, P. (2009). Maturity levels for interoperability in digital government. Government Information Quarterly, 26(1), pp.75-81
• Institut za krizni menadžment i SGMP Bluegrass Chapter (n.d.). Crisis Prevention and Planning [PowerPoint prezentacija]. Preuzeto s https://www.slideserve.com/hasana/the-institute-forcrisis-management (3.11.2020.)
• Iversen, J., Nielsen, P. A. and Norbjerg, J. (1999). Situated Assesment of problem sin software development. Database for advances in Informations Systems, 30(2), str. 66-81
• Kaniški, I. and Vincek, I. (2018). Business Processes as Business Systems. Tehnički glasnik 12(1), 55-81
• Kaplan, R. S., & Norton, D. P. (2007). Using the balanced scorecard as a strategic management system. Harvard business review,85(7/8), str. 150.
• Kokotec-Novak, M. (1997). Računovodski vidik sanacije podjetja. Portorož: Zbornik 29 simpozija sodobnih metodah v računovodstvu in poslovnih financah. Zveza ekonomistov Slovenije in zveza računovodstvij, finačikov in revizorjev Slovenije., str 155-159
• Kokotec, N.M. (1991). Računovodstvo v kriznem podjetju. Zbornik 23 simpozija o sodobnih metodah v računovodstvu poslovnih finančnikov in revizorjev Slovenije., Portorož. str 131-141
• Krystek, U. (2007). Handbuch Krisen- und Restrukturierungsmanagement: generelle Konzepte, Spezialprobleme, Praxisberichte. Stuttgart: Kohlhammer GmbH, str. 37.
• Laamanen, K. and Tinnila, M. (2006). Terms and Concepts in Business Process Managment. Prosessijohtamisen käsitteet, 4
• Lusk, S., Paleyx, S., Spanyl, A. (2005). The Evolution of Business Process Management as a Professional Discipline. BPTrends.
• Lukić, M. S. (2009). Krizni menadžment. Preuzeto s http://www.google.hr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=5&cad=rja&uact=8&ved=0CDYQFjAE&url=http%3A%2F%2Fwww.apeiron-uni.eu%2Flycboardclient%2FDetail.aspx%3FDocumentID%3D10960&ei=nLRDVNWGIsbcPbumgLAD&usg=AFQjCNGEjUo4zsA5wNGmt7uQZG97rNWvOg
• McCormack, K., Willems, J., van den Bergh, J., Deschoolmeester, D., Willaert, P., Indihar Štemberger, M., Škrinjar, R., Trkman, P., Bronzo Ladeira, M., Paulo Valadares de Oliveira, M., Bosilj Vuksic, V. and Vlahovic, N. (2009). A global investigation of key turning points in business process maturity. Business Process Management Journal, 15(5), str. 792-815.
• Milojević, S. (2011). Tehnike za rano otkrivanje signala latentne krize preduzeća. Škola biznisa, 1.
• Novak, B. (2001). Krizno komuniciranje i upravljanje opasnostima. Zagreb: Binozza press. str: 128
• Netahli, S. (2008). Menadžment malog poduzeća. Gospić: Veleučilište Nikola Tesla. Preuzeto s https://sr.scribd.com/doc/241256775/MENAD%C5%BDMENT-MALOG-PODUZE%C4%86A (12.11.2019.)
• Novak, B. (2001). Krizno komuniciranje i upravljanje opasnostima. Zagreb: Binozza press.
• Omanović, A. (2017). Istraživanje važnosti ranog otkrivanja krize i njezin utjecaj na uspješnost poslovanja poduzeća. Zbornik radova Ekonomskog fakulteta Sveučilišta u Mostaru, 23, str. 26-43
• Osmanagić Bedenik, N. (2007). Kriza kao šansa – kroz poslovnu krizu do poslovnog uspjeha. Zagreb: Školska knjiga d.o.o.
• Osmanagić Bedenik, N. (2010). Krizni management: teorija i praksa. Zbornik Ekonomskog fakulteta u Zagrebu, 8(1). Preuzeto s http://hrcak.srce.hr/index.php?show=clanak&id_clanak_jezik=87513 (08.12.2019.)
• Paulk, M.C., Curtis, B., Chrissis, M.B., Weber, C.V. (1993). Capability Maturity Model, Version 1.1. Carnagie Mellon University, Research Showcase & CMU. Preuzeto s https://www.sei.cmu.edu/reports/93tr024.pdf (17.11.2017.)
• Pešević, S. (2013). Faktori koji dovode do pada poslovne aktivnosti preduzeća. Svarog, 1(7).
• Pfeiffer, J., Sutton, R. (1999). Knowing „what“ to do is not enough: turning knowledge into action. California Management Review, 42(1), pp. 83-108
• Remane, G., Hanelt, A., Wiesboeck,. Kolbe, L. (2017). Digital Maturity in tradiotional industries – an exploratory analysis, In Proceedings of the 25th Europaen Conference on Information Systems (ECIS), Guimaraes, Portugal, June 5-10, 2017. Preuzeto s http://aisel.aisnet.org/ecis2017_rp/10/ (17.10.2017.)
• Rujan, Z. (2010) Delovanje menadžmenta u kriznim situacijama. Međunarodna naučna konferencija Menadžment 2010, Kruševac, 465-470
• Seagar, M. W. Sellnow,T. Ulmer, R.R. (1998). Communication, organization and crisis. Communication Yearbook, 2, str. 231-275
• Strnadl, C. F. (2006). Aligning Business and It: The Process-Driven Architecture Model, Information Systems Management, 23(4), str. 67-77
• Slater, S. Lovet, D. (1999). Kako svaku tvrtku izvući iz krize. Zagreb: Mozaik knjiga
• Softić, S. (2011). Simptomi i uzroci krize preduzeća u Bosni i Hercegovini. Sarajevo: Ekonomski fakultet Univerziteta u Sarajevu
• Venette, S. J. (2003). Risk communication in a High Reliability Organization: APHIS PPQs inclusion of risk in decision making. Ann Arbor, MI: Proquest information and learning

Identifiers

DOI

10.38190/ope.10.2.9