{"?xml":{"@version":"1.0"},"edm:RDF":{"@xmlns:dc":"http://purl.org/dc/elements/1.1/","@xmlns:edm":"http://www.europeana.eu/schemas/edm/","@xmlns:wgs84_pos":"http://www.w3.org/2003/01/geo/wgs84_pos","@xmlns:foaf":"http://xmlns.com/foaf/0.1/","@xmlns:rdaGr2":"http://rdvocab.info/ElementsGr2","@xmlns:oai":"http://www.openarchives.org/OAI/2.0/","@xmlns:owl":"http://www.w3.org/2002/07/owl#","@xmlns:rdf":"http://www.w3.org/1999/02/22-rdf-syntax-ns#","@xmlns:ore":"http://www.openarchives.org/ore/terms/","@xmlns:skos":"http://www.w3.org/2004/02/skos/core#","@xmlns:dcterms":"http://purl.org/dc/terms/","edm:WebResource":[{"@rdf:about":"http://www.dlib.si/stream/URN:NBN:SI:doc-F6OMSQ9Y/e6a3bb5b-9bf9-435c-aca5-58b7ab65a019/PDF","dcterms:extent":"562 KB"},{"@rdf:about":"http://www.dlib.si/stream/URN:NBN:SI:doc-F6OMSQ9Y/3ea39a7b-6eab-460d-85bb-634928054f0c/TEXT","dcterms:extent":"0 KB"}],"edm:TimeSpan":{"@rdf:about":"2005-2026","edm:begin":{"@xml:lang":"en","#text":"2005"},"edm:end":{"@xml:lang":"en","#text":"2026"}},"edm:ProvidedCHO":{"@rdf:about":"URN:NBN:SI:doc-F6OMSQ9Y","dcterms:isPartOf":[{"@rdf:resource":"https://www.dlib.si/details/URN:NBN:SI:spr-TYJJQII2"},{"@xml:lang":"sl","#text":"Organizacija (Kranj)"}],"dcterms:issued":"2024","dc:creator":["Faganel, Armand","Lenarčič, Božidar"],"dc:format":[{"@xml:lang":"sl","#text":"letnik:57"},{"@xml:lang":"sl","#text":"številka:iss.4"},{"@xml:lang":"sl","#text":"str. 379-391"}],"dc:identifier":["DOI:10.2478/orga-2024-0027","ISSN:1318-5454","COBISSID:217671939","URN:URN:NBN:SI:doc-F6OMSQ9Y"],"dc:language":"en","dc:publisher":{"@xml:lang":"sl","#text":"Moderna organizacija"},"dc:subject":[{"@xml:lang":"en","#text":"communication strategy"},{"@xml:lang":"en","#text":"internal communication"},{"@xml:lang":"en","#text":"internal stakeholder management"},{"@xml:lang":"sl","#text":"komunikacijska strategija"},{"@xml:lang":"sl","#text":"management"},{"@xml:lang":"sl","#text":"nabava"},{"@xml:lang":"en","#text":"nominal group technique"},{"@xml:lang":"sl","#text":"notranja komunikacija"},{"@xml:lang":"sl","#text":"poslovni procesi"},{"@xml:lang":"en","#text":"procurement strategy"}],"dcterms:temporal":{"@rdf:resource":"2005-2026"},"dc:title":{"@xml:lang":"sl","#text":"Using the nominal group technique to design an appropriate communication strategy among strategic procurement and internal stakeholders|"},"dc:description":[{"@xml:lang":"sl","#text":"Background/Purpose: The implementation process of the procurement strategy requires consensus among in - ternal stakeholders. An effective procurement strategy aligns with specific business requirements and accommo- dates the individual introversion of internal stakeholders. From the latter, we formulate our research question: How is the classification of internal procurement stakeholders designed in the validation of the procurement strategy? The research objective is to present the result in the form of a schematic description and a recommendation for a communication strategy, based on insights from existing theoretical knowledge and the formulation of professional references. Methods: Nominal Group Technique (NGT) with 13 participants has been applied to analyze viewpoints on pro - curement functions. To ensure reliability and validity, Cronbach’s alpha test, Spearman coefficient, and t-tests have been used. Results and Conclusion: Study categorizes internal procurement stakeholders into four groups based on their stance towards strategy implementation: positive, cautiously positive, negatively independent, and negative stake - holders. For each group, we recommend a tailored communication strategy that includes elements such as inform - ing, guiding, motivating, and providing credible data. The research results offer important insights into the dynamics among organizational stakeholders and how communication impacts the success of strategy implementation. We have found that under-standing and adapting to various types of stakeholders are crucial for success, from those highly involved and positively inclined to those with the potential to oppose or hinder implementation. Employing specific communication strategies for each group can significantly enhance the chances of successful implementa- tion and sustainable execution of strategies"},{"@xml:lang":"sl","#text":"Namen: Proces implementacije nabavne strategije zahteva doseganje konsenza med notranjimi deležniki. Učinkovita strategija se usklajuje s specifičnimi poslovnimi zahtevami in hkrati upošteva edinstvene značilnosti notranjih deležnikov. Namen te študije je obravnavati raziskovalno vprašanje: Kako je zasnovana klasifikacija notranjih nabavnih deležnikov med validacijo nabavne strategije? Cilj je predstaviti ugotovitve v obliki shematičnega opisa in priporočil za komunikacijsko strategijo, pri čemer se opiramo na obstoječa teoretična spoznanja in strokovne reference. Metode: Študija uporablja tehniko nominalne skupine (NGT) z 13 udeleženci za analizo perspektiv glede nabavnih funkcij. Za zagotavljanje zanesljivosti in veljavnosti ugotovitev raziskava uporablja Cronbachov alfa test, Spearmanov korelacijski koeficient in t-test. Rezultati in zaključek: Študija klasificira notranje nabavne deležnike v štiri skupine glede na njihov odnos do implementacije strategije: pozitivni, previdno pozitivni, negativno neodvisni in negativni deležniki. Za vsako skupino je priporočena prilagojena komunikacijska strategija, ki vključuje elemente, kot so obveščanje, usmerjanje, motiviranje in zagotavljanje verodostojnih podatkov. Raziskava ponuja pomembne vpoglede v dinamiko med organizacijskimi deležniki in vpliv komunikacije na uspešnost implementacije strategije. Razumevanje in prilagajanje različnim vrstam deležnikov je ključno za uspeh, od tistih, ki so močno vključeni in pozitivno naravnani, do tistih, ki lahko nasprotujejo ali ovirajo implementacijo. Uporaba specifičnih komunikacijskih strategij za vsako skupino lahko bistveno poveča verjetnost uspešne in trajnostne izvedbe strategij"}],"edm:type":"TEXT","dc:type":[{"@xml:lang":"sl","#text":"znanstveno časopisje"},{"@xml:lang":"en","#text":"journals"},{"@rdf:resource":"http://www.wikidata.org/entity/Q361785"}]},"ore:Aggregation":{"@rdf:about":"http://www.dlib.si/?URN=URN:NBN:SI:doc-F6OMSQ9Y","edm:aggregatedCHO":{"@rdf:resource":"URN:NBN:SI:doc-F6OMSQ9Y"},"edm:isShownBy":{"@rdf:resource":"http://www.dlib.si/stream/URN:NBN:SI:doc-F6OMSQ9Y/e6a3bb5b-9bf9-435c-aca5-58b7ab65a019/PDF"},"edm:rights":{"@rdf:resource":"http://rightsstatements.org/vocab/InC/1.0/"},"edm:provider":"Slovenian National E-content Aggregator","edm:intermediateProvider":{"@xml:lang":"en","#text":"National and University Library of Slovenia"},"edm:dataProvider":{"@xml:lang":"sl","#text":"Univerza v Mariboru, Fakulteta za organizacijske vede"},"edm:object":{"@rdf:resource":"http://www.dlib.si/streamdb/URN:NBN:SI:doc-F6OMSQ9Y/maxi/edm"},"edm:isShownAt":{"@rdf:resource":"http://www.dlib.si/details/URN:NBN:SI:doc-F6OMSQ9Y"}}}}