Organizacija is an interdisciplinary peer reviewed journal that seeks both theoretically and practically oriented research papers from the area of organizational science, business information systems and human resources management. Topics will be drawn from, but are not limited to, the following areas: ■ organizational theory, development and restructuring of organizations; ■ new and innovative organizational structures and approaches; ■ managerial aspects of quality management; ■ organizational behavior; ■ human resources management; ■ development, restructuring and management of information systems; ■ interorganizational systems, electronic commerce; ■ decision making, decision support. In particular, we seek papers which cover state-of-art developments in organizational theory and practice, and present new insights that improve our understanding in the subject area of the journal Organizacija je interdisciplinarna znanstvena revija, ki objavlja prispevke s področja organizacije, informatike in kadrovskega managementa. 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Organizacija, volume / letnik 43, number / številka 5, September-October / september-oktober 2010 Contents/Kazalo 5/2010 RESEARCH PAPERS 205 RENÁTA KUNSTOVÁ Barriers and Benefits of Investments into Enterprise Content Management Systems 214 VLADO DIMOVSKI, BARBARA GRAH, SANDRA PENGER, JUDITA PETERLIN Authentic Leadership in Contemporary Slovenian Business Environment: Explanatory Case Study of HERMES SoftLab 224 DUŠAN GOŠNIK, Providing the Success of Six Sigma ANDREJ BERTONCELJ by Proper Project Identification and Selection: Comparison Study between Slovenia and the UK SUPPLEMENT / DODATEK RAZPRAVE A175 JOŽE KOCJANČIČ, ŠTEFAN BOJNEC A187 KARMEN RODMAN Dinamika malih podjetij v panogi lesarstva v Sloveniji Vrste in vloge instrumentov za zagotavljanje kakovosti visokošolskih zavodov A196 MAJA URAN, EMIL JUVAN Vloga deležnikov pri oblikovanju turistične strategije: stališča lokalnega prebivalstva POVZETKI / ABSTRACTS A208 DONATORJI A210 203 Organizacija, Volume / letnik 43 Number / številka 5, September-October / september-oktober 2010 UREDNIK / EDITOR Jože Zupančič, Univerza v Mariboru, Fakulteta za organizacijske vede SOUREDNIKI / CO-EDITORS Marko Ferjan, Univerza v Mariboru, Fakulteta za organizacijske vede Boštjan Gomišček, Univerza v Mariboru, Fakulteta za organizacijske vede Marjan Senegačnik Univerza v Mariboru, Fakulteta za organizacijske vede UREDNIŠKI ODBOR REVIJE / EDITORIAL BOARD Rado Bohinc, Univerza na Primorskem, Slovenija Roger Blanpain, Catholic University of Leuven, Belgium Franc Čuš, Univerza v Mariboru, Slovenija Vlado Dimovski, Univerza v Ljubljani, Slovenija Daniel C. Ganster, University of Arkansas, USA Jože Gričar, Univerza v Mariboru, Slovenija Werner Jammernegg, Vienna University of Economics and Business Administration, Austria Marius Alexander Janson, University of Missouri, USA Milton A. Jenkins, University of Baltimore, USA Stefan Klein, University of Muenster, Germany Miroljub Kljajic, Univerza v Mariboru, Slovenija Hermann Maurer, Technical University Graz, Austria Hans Puxbaum, Vienna University of Technology, Austria Gabor Rekettye, University of Pecs, Hungary Markku Sääksjärvi, Helsinki School of Economics, Finland Vladislav Rajkovic, Univerza v Mariboru, Slovenija Henk G. Sol, Technical University Delft, The Netherlands Velimir Srica, University of Zagreb, Croatia Paula Swatman, University of South Australia, Australia Brian Timney, The University of Western Ontario, Canada Maurice Yolles, Liverpool John Moores University, United Kingdom Douglas Vogel, City University of Hong Kong Gerhard-Wilhelm Weber, Middle East Technical University, Turkey Stanislaw Wrycza, University of Gdansk, Poland Matjaž Mulej, Univerza v Mariboru, Slovenija Valentinas Navickas, Kaunas University of Technology, Lithuania Ota Novotny, University of Economics, Prague, Czech Republic Milan Pagon, University of Iowa, Henry B. Tippie College of Business, CIMBA Campus, Italy Björn Pappe, Technical University Aachen, Germany Dušan Petrač, NASA, USA 204 Organizacija, Volume 43 Research papers Number 5, September-October 2010 DOI: 10.2478/v10051-010-0020-3 Barriers and Benefits of Investments into Enterprise Content Management Systems Renáta Kunstová University of Economics, Faculty of Informatics and Statistics, Department of Information Technology, W. Churchill sq. 4, Prague 3, Czech Republic, kunstova@vse.cz This paper reviews the development and changes in the processing of large volumes of unstructured information. Author focuses on Enterprise Content Management (ECM) system and identifies three periods of its evolution. During this time ECM evolved to be high - quality and widely available technology, but many organisations have still not implemented ECM systems. The paper contains findings of a survey about the barriers and benefits of adoption of ECM systems, conducted in February 2010 in various organisations in Czech Republic. Keywords: Enterprise Content Management; Enterprise Information Management; Content Management Interoperability Services 1 Introduction The growing volumes of electronic documents, e-mails, faxes, web presentations, rich media, forms and another unstructured content makes it essential that this content must be managed. Users cannot waste time searching for documents, looking for the last version, making sure that document is accessible; looking for application for viewing or editing the document, etc. Companies need better control over all unstructured content they produce or receive. This unstructured content makes up 80% of all information sources (Marlin, 2005), implying that structured data accounts for only twenty percent of enterprise information content. Current enterprise applications (e. g. Enterprise Resource Planning, Customer Relationship Management, Supply Change Management) use just these twenty percent of enterprise data, which are managed within centralized databases. Companies have a good opportunity to gain competitive advantage by managing unstructured content, as effective management of unstructured information exchange, document sharing and whole cross-company collaboration are critical to business success today. Enterprise Content Management system is designed to manage large volumes of unstructured information and to make content widely available. This term was introduced by the Association for Information and Image Management (AIIM) and is defined1 as: „Enterprise Content Manage -ment (ECM) is the strategies, methods and tools used to capture, manage, store, preserve, and deliver content and documents related to organisational processes. ECM tools and strategies allow the management of an organisa-tion's unstructured information, wherever that information exists." ECM system covers number of applications which manage the complete lifecycle of content from its creation and publication to archiving and eventual deletion. 2 A historical overview of ECM The author has been monitoring unstructured data processing for over fifteen years and identifies the following three periods of ECM development: ■ the first period is prior to the definition of the term ECM, ■ the second period starts with the definition of the term ECM by AIIM in 2001, ■ the third period starts around 2007 when ECM starts to be regarded as a standard part of IT architecture. The substantial changes in the field of ECM which enable us to recognise these different periods are driven by suppliers' efforts to better satisfy changing requirements of buyers as described in more detail below. 1 http://www.aiim.org/What-is-ECM-Enterprise-Content-Management.aspx 205 Organizacija, Volume 43 Research papers Number 5, September-October 2010 2.1 First period First period started in the 1980s when organisations began with document imaging2. The goal was to transfer paper documents into electronic form and to manage their further processing. It was the first strategy decision which changed approach to enterprise information management. Advances in computer networks made possible new forms of communication. Users started to exchange information through electronic mail. They required sharing of documents, better cooperation during its processing and coordination of others activities. New products called groupware3 provided the answer to these requirements. Soon after document management systems appeared on the market. Rapid growth of electronic documents (Lyman, 2003) led to a requirement for their archiving. First archive systems appeared concurrently with improvements in full text searching and character recognition technologies. New technology brought new unstructured data types and new applications for their management (e. g. Web Content Management, Digital Asset Management, E-mail Management). 2.2 Second period Functionality of individual products was expanded over the last two decades of 20th century and organisations could choo- se among products which offered wider functionality, e.g. for document imaging, documents sharing in central repository and automating approval cycle through integrated workflow. Previously isolated applications became better integrated. The AIIM organisation recognised the general change in this field of IT systems and since 2001 started to call this group of applications Enterprise Content Management system. ECM systems cover a number of applications to manage the complete lifecycle of documents and other content (see Figure 1). The purpose of individual applications presented in Figure 1 is the following: ■ Imaging applications provide scanning of paper documents in the form of images and pass them along to other business application. ■ Data capture includes tools for scanning, automatic data recognition, their collection and entering into other systems. ■ Document Management System provides storage, sharing, versioning, retrieval and securing capabilities for any kind of unstructured information. ■ Collaboration tools such as email, calendaring, scheduling, text chat, videoconferencing, wiki, blog help people to communicate effectively, to collaborate and to cooperate. ■ Workflow helps organisations to increase productivity by automation of processes, it routes documents to co-workers for review and final approval. Figure 1: Evolution of ECM 2 The first commercially successful document imaging system was developed by FileNet company in 1985 (FundingUniverse, 2010). 3 Lotus Notes had become the de facto groupware industry standard in 1987 (IBM, 2005). 206 Organizacija, Volume 43 ■ Archiving is determined for long-term archiving, automation of retention and ensuring legal and regulatory compliance. ■ Web Content Management provides content management for internal and external web sites of purpose to ensure their accuracy and their recency. ■ Knowledge Management enables to identify, create, represent and distribute company knowledge. ■ Digital Asset Management enables to store, view, find, compare, annotate, share and use rich media. ■ E-mail Management incorporates email capture, sharing and full-text searching capability. ■ Records Management System changes active documents to archive records, sets disposition policies and ensures compliance policies. ECM is the result of integration effort to manage efficiently all unstructured information, wherever that information exists. Above-mentioned applications can be utilized independently or as a component within an Enterprise Content Management system. ECM products offer different range of these components. ECM products can be integrated with other enterprise applications such as ERP, CRM etc. They let users to share and access all types of content as part of their business process. Information technology (IT) has always played a crucial role in supporting business processes. Its importance has increased further with so called "compliance" efforts. A new wave of regulations in many countries started-up as the consequence of a massive fraud uncovered in 2001 at the Texas energy company Parmalat, Enron and others. Organisations Number 5, September-October 2010 are obliged to comply with regulations and the term "compliance" became part of general management vocabulary especially in major corporations. New regulatory requirements such as Sarbanes-Oxley Act, Health Insurance Portability and Accountability Act, Basel II and also strong market demand for certification (e.g. ISO) produced demands on IT, above all in privacy, security, document retention and financial regulation. According to Naimoli "Regulatory requirements and legislation, such as Sarbanes-Oxley Act, have changed ECM from an optional nice-to-have capability, to a must-have system" (Naimoli, 2008). Compliance was the most significant business driver for document and records management technologies during the years 2003 - 2007, as concluded by the AIIM community survey in March 2009 (AIIM, 2009). 2.3 Third period Third period started around 2007. From that time ECM is seen as a part of the IT architecture (Cripe, 2008). But although sharing relevant information and collaborating across the organisation becomes routine, users don't have single-access point to find, retrieve and process unstructured information from wherever it is stored, without the need to login to number of different applications. The ideal solution is to have an integrated environment providing search, access, process, collaboration and archive capabilities for all types of structured and unstructured content. These requirements became of key interest in the Enterprise Information Management4 (EIM), which combines Business Intelligence (BI) and ECM. EIM Interoperable Content Application (on any platform) Research papers ..._____ Service/oriented interface 1 \ CMIS implementation Documentum CMIS implementation IBM Content Manager CMIS implementation FileNet Content Manager CMIS implementation SharePoint CONTENT AND METADATA IN PROPRIETARY FORM CONTENT AND METADATA IN PROPRIETARY FORM CONTENT AND METADATA IN PROPRIETARY FORM CONTENT AND METADATA IN PROPRIETARY FORM Figure 2: Principles of the integration (AIIM, 2009, December) 4 M. D. Long predicted already in 1998 (Long, 1998) that Enterprise Information Management will become increasingly important discipline. 207 Organizacija, Volume 43 Research papers Number 5, September-October 2010 supports decision-making processes or day-to-day operations that require data analysis and the availability of information and knowledge. This trend that combines the management of structured and unstructured data is supported by three technologies. ■ Enterprise Information Integration (EII) is a technology using data abstraction to provide virtual view on data which are managed by different applications. Data from heterogeneous data sources appear to users as a homogeneous data source. ■ Enterprise Application Integration (EAI) is a technology which enables linking together several applications running under various operating systems and with different databases sources. This technology provides sharing of business processes among any connected application or data sources in the enterprise. ■ Extract, Transform and Load (ETL) is a system for extraction of data from databases, their transformation according to operational needs into a suitable form and loading the data into a database or a data warehouse from which data is accessible to other analytical applications or decision tools. In September 2008 an important new standard Content Management Interoperability Services (CMIS) was published that uses Web services and Web 2.0 interfaces to enable information sharing across Internet protocols, among document systems, publishing and content repositories from different vendors within one company and between companies. Participants in the standard development are organisations Alfresco, Day Software, EMC, FatWire, IBM, Microsoft, Open Test, Oracle and SAP. The proposed standard is available for public comment at Organisation for the Advancement of Structured Information Standards (OASIS). This standard enables greater interoperability of ECM systems. Businesses of all sizes must have effective internal communications systems but also must implement external communications systems with their customers, suppliers, partners, investors and others to ensure their success. One of the most significant changes in the business landscape is the move toward an increasingly virtual workplace. The reality of today's business is that organisations must transmit and exchange sensitive documents and data internally and externally in a secure and cost-effective environment. ECM technologies are designed to support these goals. The outlook for ECM investments is in the long term positive. Gartner predicted (Gartner, 2007) that the worldwide ECM software market is expected to grow more then 12 percent per year through 2010 (see Figure 3). Notwithstanding such positive predictions some reports find that "even with ECM sitting on the precipice of popular adoption, AIIM finds that it still hasn't tipped over into the mainstream of IT spending" (AIIM, 2008), concluding that "The majority of companies were not overly confident in their effectiveness in managing, controlling and utilizing electronic information". The conclusion of AIIM survey published with a title "State of the ECM Industry 2009" (AIIM, 2009, March) highlights the difference between availability of high-quality ECM technology5 and their implementation in organisations6. ECM market development (in millions of dollars) 4500 n- 4000 -- 3500 --- 3000 ------- 2500 ----------- 2000 -- - - - - 1500 ----------- 1000 -- - - - - 500 ----------- o -I—--1—--1—--1—--1—- 2006 2007 2008 2009 2010 Figure 3: Forecast of total software revenue (Gartner, 2007) 5 "IT vendors have created the concept of ECM as an infrastructure, servicing integration with other enterprise systems as well as the more traditional document-centric processes." (AIIM, 2009, March) 6 "Most organizations are far from reaching the ideal, that ECM is pervasive infrastructure providing search, access, process, collaboration and archive capabilities for an expanding range of content types across the organization." (AIIM, 2009, March) 208 Organizacija, Volume 43 Research papers Number 5, September-October 2010 Although the ECM software market is growing, high-quality ECM software is available, and organisations consider ECM to be strategically important (Duhon, 2009), many organisations have not implemented ECM at all, or implemented ECM only partially. It is possible that unsuccessful implementations discourage some of the organisations, and therefore specialists must deal also with the problem why some ECM projects fail (Patel, 2010), (Byrne, 2010). Presented review of ECM evolution describes changes in technologies and also in the requirements of organisations. 2.4 Current situation and the need to find barriers of ECM implementation in Czech Republic No survey was available that deals with ECM implementation situation specifically in Czech Republic. Therefore the author conducted a small-scale survey with one hundred respondents in autumn 2006 (Kunstová, 2007) as a part of activities of the Czech Society for System Integration (CSSI). Important finding was that forty-one percent of respondents reported that they have not implemented ECM software in their organisation, and it is therefore likely that many organisations in Czech Republic will be implementing ECM in the future. More recent update of the situation in ECM implementation in Czech Republic is therefore needed to understand trends and their relationship to ECM barriers and benefits. Articles and surveys mentioned above clearly show that despite the fact that organisations are not satisfied with their efficiency and despite of the availability of ECM technologies, ECM implementation in organisations lags behind. This implies that there are barriers to adoption of ECM that cause this situation. The author has not found any surveys conducted in the Czech Republic or internationally that deal specifically with the barriers to ECM adoption and their relationship to ECM benefits for organisations. Czech organisations across the whole range from government institutions to major corporations and midsize businesses need to keep improving their efficiency to keep costs down and remain competitive in the global environment. IT support is today more and more crucial and ECM system is one of the key efficiency sources. In order to speed up ECM implementations to help Czech organisations improve efficiency, the author decided to realise the first such survey in Czech Republic. The survey is described further in this paper. 3 Survey of current situation and future of ECM in Czech organisations "Enterprise Content Management, its present and future" was a topic of a seminar which was held by Czech Society for System Integration in February 2010 (www.cssi.cz) and organized by the author. Representatives of most leading companies in the ECM market in Czech Republic such as IBM Czech Republic, Microsoft, Siemens IT Solutions and Services, Oracle Czech, Ixtent and Adobe Systems Inc. presented their views on a current situation and a future evolution of ECM. In their presentations and follow-up discussions they agreed that the ECM market is one of the growing fields in Czech Republic, however they also reported that ideas and advantages of ECM are still difficult to sell in Czech organisations. 3.1 Implementation of the survey During the seminar the author organized a survey targeted on identifying organisations' views on drivers and barriers for ECM adoption. Each participant of the seminar received the questionnaire before the beginning of the seminar along with other information and materials. During the seminar introduction participants were informed about the purpose of the questionnaire and they also received instruction how to fill it in. Questionnaires were collected after the end of the seminar. Out of 76 handed-out questionnaires at the beginning of the seminar 65 were returned. While, the sample of 65 organisations is not very large, the sample included respondents who by participating in the seminar showed specific interest in ECM, and as a result a high rate of questionnaire return (85%) was achieved. 3.1.1 Structure of the questionnaire The questionnaire had three parts. The first part included organisation and respondent characteristics: establishment of the organisation, number of locations in Czech Republic, number of employees, organisation's industry and respondent's job position. Respondents always marked one item from the list. The second part asked about availability of individual ECM components (Imaging, Data Capture, Documents Management Systems, Collaboration tools etc.) in the organisation. Every component was shortly characterised in the questionnaire. Second part of the questionnaire was presented in the form of a table and respondents marked their answers by "X" for a relevant choice. They could choose amongst following items: ■ We use this ECM component: - it is implemented in-house, - it is outsourced in the form of application servicing, ■ We plan to use this ECM component: - it will be implemented in-house, - it will be outsourced in the form of application servicing, ■ We do not use this component. Third part of the questionnaire had two key questions: ■ What are the biggest barriers of investments into ECM in an organisation? ■ What kind of benefits would an organisation expect from investments into ECM? Respondents could choose more items from the list. The lists of items are shown in Figure 4 and Figure 5. 209 Organizacija, Volume 43 Research papers Number 5, September-October 2010 3.1.2 Data analysis method The data analysis was performed using Microsoft Excel software. Data from questionnaires were manually transcribed on to a spreadsheet and the analysis was performed using statistic functions. Main results are presented in the form of graphs in this article. 3.2 Results and analyses 3.2.1 Profile of respondents The survey involved 65 respondents who represented organisations from different business sectors. The largest group of respondents was from the IT sector (62%). Other respondent group was from banking, finance, insurance (18%), government and public services (14%) and 6% respondents was from education. 60% of respondents were IT specialists or IT managers, 20% of respondents were business managers, 13% of respondents worked in middle management and the remaining 7% were end users. 3.2.2 Organisational Size The largest portion (46%) of survey respondents came from medium-sized organisation (51 - 250 employees). Another 40% were from large-sized organisations (251+ employees). The remaining 14% of respondents were from small organisations (1 - 50 employees). Most of respondents' organisations (57%) are located across 2 - 9 locations, 12% of organisations are located across more than 21 locations (i.e. multinational organisations). 3.2.3 Availability of ECM components The findings that every organisation has implemented at least two ECM components signals significant shift in this field compared with the situation in 2006 in Czech Republic. (See above-mentioned survey which is in detail available on: http:// si.vse.cz/archive/proceedings/2007/use-of-ecm-technologies-in-czech-enterprises.pdf.) Two thirds of surveyed organisations have implemented 4 - 6 ECM components. Only two percent of organisations are using ECM components in the form of outsourcing. Most of organisations do not plan purchase of new ECM components over the next 12 months. 3.2.4 Key findings about barriers to ECM system adoptions The first key question in the survey was "What are the biggest barriers to investments into ECM at respondent's organisation?" Although respondents could choose more answers from the list (see Figure 4), two thirds of them chose only one. The survey identified that the most important barrier to investments into ECM system is still lack of financial, technological and personnel resources (38%) following by difficult justification of return on investments (24%). Existence of multinational owner Investments into new technologies Poor communication between an IT department and management of organization Lack of resources (finance, technology, personnel) Lack of understanding benefits of innovation in ECM system for organization Difficult argumentation of return on investments Project risks Aversion to changes Not any barrier Other barriers 5% 5% ] 14% ] 10% ] 5% 0% 0% ]1% ] 24% ] 3I$% 0% 5% 10% 15% 20% 25% 30% 35% 40% Figure 4: Identified barriers of investments into ECM system 210 Organizacija, Volume 43 Research papers Number 5, September-October 2010 Further data analysis did not demonstrate any significant interdependence among the marked barrier and organisation's characteristic or the number of implemented ECM applications. This was caused by the combination of small respondent sample size and the fact that two thirds of respondents chose only one item and their responses were distributed among 8 barriers, 4 organisation sectors categories and 3 organisation size categories. The author considers significant that if the respondents are thinking about barriers in substantial two thirds majority identify just one barrier. It is possible to assume that it is the most important barrier for them and therefore they decided to choose just one despite clear survey rules option to choose more than one. Survey findings show that the strongest barriers, in particular the lack of resources, concerns about investing into new technologies, concerns about the justification of return on investment, correspond well with a significant trend of fast-growing open source ECM market in the last few years (AIIM, 2009, December). 3.2.5 Key findings about the benefits of ECM system investments The second key question was aimed at discovery of "What kind of benefits would your organisation expect from investments into the field of ECM?". Respondents could choose again more answers from the list as shown in Figure 5. Two thirds respondents marked 4 - 7 items in this case. This means that from investments into ECM systems more than one benefit is expected. Respondents mostly agreed that the main benefit is a productivity increase (73%) followed-up by benefits from elimination of inefficient activities (60%), business continuity improvements (47%) and operational flexibility improvements (47%). Notes on some of the benefits: ■ Compliance - the organisation aims to comply with legal and other regulations. ■ Improved business continuity - easier and less costly business recovery in case of disastrous events. ■ Operational flexibility - the ability to make changes easily. ■ Organisational flexibility - to embrace diversity of employees and their different work arrangements and payment schedules. ■ Environmental improvement - improvements in general living environment by e.g. less copying or printing. ■ Productivity increase - more work is done with the same effort/resources or the same work is done with less effort/ resources. Additional data analysis identified several relationships. The benefit "non-efficient activities elimination" marked large-size organisations which are situated in one location. The benefit from business continuity improvement marked above all organisation which are situated in 2 - 10 locations. These organisations marked the benefit of cost reduction at the same time. Compliance 1 27% Non-efficient activities removal 60% Cost reduction 40% Business continuity improvement 1 47% - Products/services quality Improvement 133% - Operational flexibility improvement 1 47% Organizational flexibility improvement 133% - Customer satisfaction improvement 1 33% - Partners & suppliers relationship improvement 20% - Environmental improvement 17° 'o - Faster order processing 20% - Productivity increase 1 73% None benefits expected Other benefits 0% 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% Figure 5: Expected benefits from investments into ECM system 211 Organizacija, Volume 43 Research papers Number 5, September-October 2010 The benefit from increasing customer satisfaction marked especially organisations which have implemented seven and more ECM components. Seven and more ECM components imply a relatively large ECM solution. Survey did not demonstrate a clear link among the number of implemented components and other organisation's characteristics. 4 Conclusion The Association for Information and Image Management provides research surveys focused on Enterprise Content Management (see http://www.aiim.org/Research/Information-Management-Research-ECM-BPM-ERM.aspx). Data are collected via a web-form. These surveys reflect the opinions of hundreds of organisations from around the world but they do not compare results from single country. Countries are represented very differently in these surveys. Two thirds of respondents are usually from North America and they represent often organisations with thousands of employees. It is possible to identify general trends, but it is not possible to find out about the situation in the particular country. The author has not found any surveys conducted in the Czech Republic or internationally that deal specifically with the barriers to ECM adoption and their relationship to ECM benefits for organisations.. The implemented survey as described in this paper has its limitations. The findings are based on data from only 65 organisations. However the survey covers two gaps in currently available information. It is specific for Czech Republic and it aims on barriers and benefits of investments into ECM Since this kind of survey has not been done in Czech Republic before, it is a good starting point for similar surveys in the future and for making comparisons over the time. The author recommends to organisations to use questions from research surveys, collect their own answers across the organisation and compare them with results available in research surveys. Such approach can help them in correct decision making. Knowledge of barriers and benefits of investments into ECM is crucial for success of any implementation project. Companies which develop such solutions must understand them in order to make their product sufficiently functional and attractive for customer. Salespersons must use the knowledge of barriers and benefits to be able to identify customer needs and motivation for purchase and to identify key obstacles to successful implementation. People inside organisations who want to implement ECM in order to support organisation's continuous improvement process must work with barriers and benefits in order to convince their colleagues, management and all users about the project and to achieve the target and to prove the positive result. Because the survey identified that the most important barrier of investments into the field of ECM is lack of financial, technological and personnel resources, the author expects more frequent use of open source ECM products in Czech organisations. Open source products do not require large investment, but can improve business productivity by sharing and using information and documents across organisation. 5 Acknowledgement This paper was supported by the grant „Advanced Principles and Models for Enterprise ICT Management" at Czech Science Foundation under the number P403/10/0092. This grant is being worked at the Department of Information Technologies, University of Economics, Prague. 6 References AIIM. (2008, June). ECM still not a priority. Insurance Networking News. 11, 26-26. Retrieved May 19, 2010 from Business Source Complete database: http://search.ebscohost.com/login.aspx7di-rect=true&db=bth&AN=33287077&lang=cs&site=ehost-live AIIM. (2009, March). State of the ECM industry: Who's achieved it, how are they doing it and is it working for them? AIIM Industry Watch. Retrieved March 4, 2010, from http://www.aiim.org/ Research/State-of-ECM-Enterprise-Content-Management-2009. aspx AIIM.(2009, December). ECM in 2010. AIIM Webinars. Presented December 16, 2009. Retrieved December 16, 2009 from http:// www.aiim.org/Documents/events/webinars/38121.pdf Byrne, T. (2010). Avoid ECM and WCM project failure. CMS Watch Blog. Retrieved June 6, 2010 from http://www.cmswatch.com/ Blog/1880-Webinar—Avoid-ECM-and-WCM-Project-Failure Cripe, B. &, Owen, J. (2008, May). ECM and SOA. Infonomics. 22 (3), 34-38. Available on http://www.aiim.org/Infonomics/ECM-SOA-Web-2.0.aspx Duhon, B., MacMillan A.& Skjekkeland A. (2009, December). ECM in 2010. AIIM Webinars. Retrieved December 16, 2009 from http://www.aiim.org/Events/EventArchive.aspx?ID=355 FundingUniverse (2010, May). FileNet Corporation. The Gale Group, Inc. web page. Retrieved June, 10, 2010 from http:// www.fundinguniverse.com/company-histories/FileNet-Corpora-tion-Company-History.html Gartner (2007, May). Gartner Says Worldwide Enterprise Content Management Software Market Will Reach $4.2 Billon in 2010. Gartner Press Releases. Retrieved May\'9f1, 2007, from http:// www.gartner.com/it/page.jsp?id=506302 IBM. (2005, December). The History of Notes and Domino. IBM web page. Retrieved June, 10, 2010 from http://www.ibm.com/ developerworks/lotus/library/ls-NDHistory/?ca=dgr-lnxw07No-tesDominoHistory Kunstová, R. (2007). Use of ECM technologies in Czech enterprises. In International Conference Systems Integration, 10 - 12, June 2007 (pp. 90-98). Prague: University of Economic. Available on http://si.vse.cz/archive/proceedings/2007/use-of-ecm-technolo-gies-in-czech-enterprises.pdf Lyman, P., Varian, H. R. (2003). How much information 2003? Research study. School of Information Management and Systems, University of California, Berkeley. 2003. Retrieved May 30, 2010 from http://www2.sims.berkeley.edu/research/ projects/how-much-info-2003/ Long, M. D. (1998). ERM 102: Enterprise Information Management. Chips. 1998, April. Retrieved May 23, 2010 from http://www. chips.navy.mil/archives/98_jul/c_ews5.htm Marlin S. (2005, October). Content's Value Enhanced. Information Week. Retrieved March 4, 2010, from http://www.information-week.com/story/showArticle.jhtml?articleID=171203993 Naimoli, M. & Fari, G. (2008, September). Breaking barriers to enterprise content management. Applied Clinical Trials. 17 (9), 58-64. Retrieved from database Academic Search Complete 212 Organizacija, Volume 43 Research papers Number 5, September-October 2010 (AN 34384135): http://search.ebscohostxom/login.aspx?direct= true&db=a9h&AN=34384135&lang=cs&site=ehost-live Patel, J. (2010, June). 8 Reasons why ECM implementations experience high failure rates, and what to do about it. Digital Landfill. Presented May 25, 2010. Retrieved June 6, 2010 from http:// aiim.typepad.com/aiim_blog/2010/05/8-reasons-ecm-fail.html Renata Kunstova has graduated at the Faculty of Manage -ment at the University of Economic, Prague, in Computeri - zed Management System in Economics in 1985. Since 1985 was a member of Computerized Management Department and since 1990 works as a senior lecturer at the Depart -ment of Information Technologies at the Faculty of Informatics and Statistics at The University of Economics, Prague. Within her pedagogic and research work she focuses on analysis and design of information systems and enterpri se content management. She is author and co author of 5 monographs, 17 textbooks for students and many articles in conference proceeding and journals. Ovire in koristi investiranja v sisteme za upravljanje vsebin V članku je prikazan razvoj in s tem povezane spremembe pri obdelavi velikih količin nestrukturiranih podatkov. Avtorica se v nadaljevanju osredotoča na sisteme za uprav Ijanje vsebin (Content Management Systems CMS) in identificira tri obdob -ja njihovega razvoja. Sistemi za upravljanje vsebin so se v tem času razvili v kvalitetno in na splošno dostopno tehnologijo, vendar jih veliko organizacij kljub temu še ne uporablja. V članku so prikazane ugotovitve empirične raziskave, ki je bila izve -dena v mesecu februarju 2010, v zvezi z ovirami in pridobitvami sistemov za upravljaje vsebin na vzorcu organizacij iz Češke republike. Ključne besede: Sistemi za upravljanje z vsebinami, upravljanje informacij, podjetj e, interoperabilne storitve 213 Organizacija, Volume 43 Research papers Number 5, September-October 2010 DOI: 0.2478/v10051-010-0021-2 Authentic Leadership in Contemporary Slovenian Business Environment: Explanatory Case Study of HERMES SoftLab Vlado Dimovski, Barbara Grah, Sandra Penger, Judita Peterlin1 Faculty of Economics University of Ljubljana, Kardeljeva ploščad 17, Ljubljana, Slovenia vlado.dimovski@ef.uni -lj.si, barb.grah@gmail.com, sandra.penger@ef.uni -lj.si, judita.peterlin@ef.uni-lj.si The paper explores the authentic leadership in learning organization in Slovenian business environment. The purpose of the paper is to present relationship between authentic leadership and learning organization. Main research thesis is focused on characteristics of authentic leadership in company HERMES SoftLab. The main thesis of this paper is that authentic leaders -hip in learning organization enables the growth of leaders in organizational surroundings through a constant dedication to authenticity and organizational learning that will be explored through the qualitative research method of case study research approach. Key research finding is that authentic leaders can be identified in company HERMES SoftLab and that there is a mutual influence between learning organization and authentic leadership. Therefore, the main research finding is that the learning organization leverages the authentic leadership, which in turn leverages the learning organization. Keywords: authentic leadership, learning organization, authenticity 1 Introduction The paper outlines the theory and practice of authentic leadership in the learning organization as the modern managerial concept. The concept of learning organization itself was developed by Senge (1994; 1995) who defined it as an organization where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. Concept of learning organization incorporates knowledge management and learning process in everyday workplace in order to improve efficiency and effectiveness of the workers. In Slovenia the concept of learning organization is in the stage of evolution, also due to the fact that European Union's strategic goal is to become a dynamic society, based on knowledge and dedication to lifelong learning and personal development. The concept of learning organization in this article is linked to the concept of authentic leadership as a presentation of an environment in which constant transfer of professional and personal development essential for authentic leadership and success of organization is most suitable. 1 Corresponding author Essential changes that are happening in business environment demand radical transformation in companies and leadership. If the main goal of the companies in the past century was profit, contemporary organizations pursue the main goal of satisfying the needs of all stakeholders. This can only be done by the companies which are capable of fast enough adjustment to changes and have implemented changes as their continuity. These learning organizations are aware that the knowledge can bring them permanent competitive advantage. Organizational learning is based on the learning of an individual and teams and transmission of explicit and tacit knowledge that is why those organizations promote learning and implementation of concept of learning organization (Grah, 2010). Positive correlation has been shown between implementation of a learning organization and business effectiveness of the company (Cesnovar, 2006). In order to implement the further step - the concept of authentic leadership in learning organization Slovene companies use different management tools: participative leadership such as authentic leadership, open communication to assure free flow of knowledge and information, open organizational culture, spreading the vision among employees, learning in 214 Organizacija, Volume 43 Research papers Number 5, September-October 2010 Experiental learning Feedback and open book management Participative organizational politics Leaders experiment and take on risks Decentralized decision-making Constant possibilities for professional and personal growth Information systems based on learning process Constant experimentation Flexible reward system enable the iniciatives of employees Organizational structure enables learning and internal exchange of knowledge Culture of learning organization and dedication of employees to learning IT systems that empower employees Inter-organizational learning Inter-functional teams and team learning Tacit knowledge transfer into explicit knowledge Idea sharing through vertical, horizontal, geographical and time boarders Strengthening of communication and collaboration through involvement of all employees in problem solving Long term focus Principle of equalness Strengthening of flexibility and idea generation Figure 1: Characteristics of a learning organization. Source: Authors, 2010 teams and constant dedication to learning. The new leadership theory is intriguing because of its view on leadership development - the challenge is in self-development through different organizational and personal mechanisms. Research of the concept of authentic leadership after 2003 has gained attention both from researchers of positive organizational behavior (Avolio et al., 2004a; Avolio, Luthans and Walumbwa, 2004b; Hackman, 2009) and from business environment (George, 2003). Luthans and Avolio (in Yammarino et al., 2008) define authentic leadership as a process which contains the characteristics of positive psychology as well as a well developed organizational setting which combined together results in higher self-awareness of leaders and followers and promotes positive personal and professional development. Authentic leaders recognize and appreciate individual differences and are capable and motivated for identifying talented individuals and for helping them upgrade their talents into personal advantage. Authentic leaders may be directive, participative or autocratic as long as they behave in compliance with personal values and believes which are well accepted also among their coworkers. Authentic leaders are capable of motivating people, stimulating activities and commitment, satisfaction and participation in order for employees to constantly improving their performance (Avolio et al., 2004a). The construct of authenticity was researched already by ancient Greek philosophers as »know thy-self«, and »thy true self«. The essence of authenticity is to know yourself, and to accept who you really are. Instead of accepting authenticity as a theoretical construct is better to understand it as element of continuum where leaders and their followers are becoming more and more authentic the more they are preserving their true values, preferences and identity (Copper, Scandura and Schriesheim, 2005). Endrissat, Müller and Kaudela-Baum (2007) have found four characteristics relevant to authentic leaders: (1) one's oppinion (and avoidance of constant adjustment), (2) binding commitment (walk the talk value), (3) social proximity (establishing the culture of trust), (4) relationship to business (work is a challenge). Authentic leaders follow five dimensions (George, 2003): (1) understanding their purpose, (2) practicing solid values, (3) leading with heart, (4) establishing connected relationships, and (5) demonstrating self-discipline. Authentic leader needs to understand and value his life and leadership style in order to find his internal compass, which will lead him through life. Internal compass (George, 2003) demonstrates to the leader who he is as a person at the deepest level of his personality and it represents the fixed orientation point in dynamic world. It helps the leader to stay focused and integrated. It is based on what is the most important to the individual, which are the values which he really appreciates and the motivation that leads him through life. Taxonomy of the concept of authentic leadership shows us that leading researchers from the field of organizational behaviour are interested in it (Avolio et al., 2004a; Avolio, Luthans and Walumbwa., 2004b; Avolio and Gardner, 2005; Dimovski, Penger and Peterlin, 2009; Gardner et al., 2005; Gardner and Schermerhorn, 2004; Ilies, Morgeson and Nahrgang., 2005; Luthans and Avolio, 2003; May et al., 2003; Penger, 2006; Sparrowe, 2005). Multi-dimensional influence of authentic leadership that reaches all employees is the main reason why so many researchers are looking into it. Scientists (Luthans and Avolio, 2003; May et al., 2003) are aware of the fact that in order to achieve and retain desirable results of business, 215 Organizacija, Volume 43 Research papers Number 5, September-October 2010 strategy of authentic leadership development at the level of strategic business organizational units is necessary (Gardner and Schermerhorn, 2004; Cooper, Scandura and Schriesheim, 2005) and that the main construct of all positive forms of leadership and its development is authentic leadership (Avolio, Luthans and Walumbwa, 2004b). Avolio et al. (2004a) define authentic leaders as individuals who are deeply aware of their reflections and behavior and are also seen by others as people who are aware of their values, knowledge, advantages and context in which they work. Authentic leaders are self-confident, full of hope and trust, optimism, flexible and ethical (Cooper, Scandura and Schriesheim, 2005). Research has also shown that the followers comprehend leaders who demonstrate also negative emotions as more honest, credible and trust worthy as the ones who only demonstrate positive emotions (Bono and Ilies, 2006). Concept of authentic leadership is an answer to the call for new form of leadership that would suit the needs of employees in modern organizations. The new paradigm tries to offer antipode to manipulative forms of leadership in many organizations by concentrating on personal competitive advantages of an individual and development of positive organizational behaviour which includes self-esteem, hope, trust, optimism and flexibility (Avolio et al., 2004a; Avolio, Luthans and Walumbwa, 2004b). The aim is to present the authentic leadership in a learning organization in Slovene business environment. Another purpose of the paper is to present the relationship between two theoretical constructs through a model of authentic leadership in learning organization. Hence, the focus of this study is on the impact authentic leadership has in a learning organization and vice versa. The basic thesis of this paper is that authentic leadership has a key role in implementing and improving learning organization and that learning organization in turn is START OF THE QUALITATIVE RESEARCH I.a. Formation of research questions I.b. Formation of thesis of the model DEVELOPMENT AND EXPLANATION OF CONCEPTUAL MODEL GATHERING OF EMPIRICAL MATERIAL FOR QUALITATIVE RESEARCH III.a. Secundary analysis of archive data III.b. Content analysis of important documents QUALITATIVE INTERVIEWS - In-depth interviews OBSERVATION V.a. Observation (without participation) V.b. Observation with participation METHOD OF QUALITATIVE ANALYSIS (CASE STUDY) DOCUMENTATION MANAGEMENT QUALITATIVE ANALYSIS INTERPRETATION OF DATA AND FORMATION OF RECOMMENDATIONS CONCLUSION OF RESEARCH Figure 2: Outline of the Qualitative Research - Case Study of HERMES SoftLab. Source: Authours, 2010. 216 Organizacija, Volume 43 Research papers Number 5, September-October 2010 the most suitable business environment for developing authentic leadership which will be researched in Slovene company HERMES SoftLab. This paper focuses on leader's point of view, since the new paradigm of leadership is focused on developing leaders around the organizational environment, not only in organizations but also in the wider surrounding of the organizations. Contemporary organizations need managers who are first of all wise (McKenna, Ronney and Boal, 2009) and authentically strong leaders (Dimovski, Penger and Peterlin, 2009). Authentic leaders point the followers into the right direction, gain their compliance for the mission of the organization and then motivate them to achieve the goals set together by the followers and leaders but further more they develop new leaders. Leaders can be described as people who do the right things, in comparison to managers, who do things right (Bennis and Nanus, 1986). The challenge in contemporary times, with the intensity of work steadily progressing, is exactly the ability to have the insight into which strategic development needs to be implemented in order to give perspective employees the chance to grow accordingly to the leadership guidelines. The focus of the leaders is on all management levels, as learning organization is the environment that needs great number of skilled leaders and also has the tendency to develop authentic leaders. 2 Methods In the first part of the article the most important theoretical finding from the field of authentic leadership and learning organization have been outlined. In the article it is also used the method of description, above all construct analysis, comparison and in-company observation. The second part of our article is empirical research based on the qualitative analysis of explanatory case study approach. The critical overview of the company HERMES SoftLab through the method of analysis is presented. With the intention of demonstrating validity and avoiding bias of our findings research has been based on different internal sources (yearly reports, internal documents of the company, intranet data) as well as observational findings and in-depth interviews with identified key personnel in the company. In order to raise the level of reliability and validity of the study, inputs were gathered from different sources (HERMES SoftLab Internal Report, 2009): internal sources of the company were examined - e.g. annual reports, rules and processes, internal documents, as well as intranet. Additionally, also other basic methods for data gathering were used - observation with participation in a longer period of time, analysis of own experiences regarding individuals and groups performance and non-structured individual interviews with some of the key employees were conducted. The usage of different methodologies has lead to the same conclusions. There are some limitations to the study - methodologically there is no formula to calculate if a leader is authentic or not. It can be only described with the adjectives more or less, so different methodologies had to be used to avoid making wrong conclusions. There are also two limitations regarding timeframe. The first one is the timeframe of the study - from the year 2007 to 2010 when the study is concluded, whilst the Figure 3: Authentic leadership in a Learning Organization. Source: Authours, 2010. 217 Organizacija, Volume 43 Research papers Number 5, September-October 2010 other is the actual time of three months when the study was conducted - form November 2009 to January 2010 (Figure 1). 3 Results Authentic Leadership in Learning Organization Model (Figure 2) outlines the importance of highly developed organizational context and the development of positive psychological capacities: self-esteem, hope, trust, optimism and flexibility (Avolio et al., 2004a; Avolio, Luthans and Walumbwa, 2004b) that need to be dispersed across the organization in order to gain greater organizational and follower performance. Slovenian research group Future-O has been dedicated to research of modern concepts of management over a decade and since 2004 a high importance has been given to research of contemporary evolving leadership concepts, with a special dedication to authentic leadership (Dimovski, Penger and Peterlin, 2009; Penger, 2006; Peterlin, Penger and Dimovski, 2009). Contemporary organizations are in the need of faster systematic learning than their competitors so they need to evolve into learning organizations. But they also need something deeper, they need leaders with profound understanding of business functioning in today's environment and ability to produce authentic products and demonstrate authentic leadership behavior. A changed role of managers in learning organizations demands leadership skills that evoke human potential through inspiration, team work and motivation, which means that traditional principles of management need to change considerably (Dimovski, Penger and Peterlin, 2009; Fields, 2007; Jensen and Luthans, 2006; Sanchez and Heene, 1997; Storr, 2004; Zupan, 2001). New research approaches to leadership that are mostly based on natural laws offer a complementary view to the challenges of leadership in today's business environment (Dimovski et al., 2005; Dimovski, Penger and Peterlin, 2009). Comprehension of the organization from a mechanical or organic perspective influences the work methods that leaders use. Therefore, there are likely to be gains for the learning organization through improved performance through greater Research and description of authentic leadership and learning organization and development of a thesis that authentic leadership as a construct is best embedded in a learning organization. Secundary analysis of archive data Internal documents of the company demonstrate an inclination towards learning organization and no direct written source of the concept of authentic leadership that was researched through the method of observation. Content analysis of important documents I. QUALITATIVE INTERVIEWS - In - depth interviews - In-depth interviews show the need of employees to incorporate authentic behaviour in the leadership practice of HERMES SoftLab management team. - In-depth interviews support the thesis that the learning organization enables both professional and personal growth and that dedication to authenticity strengthens the learning process. II. OBSERVATION - HERMES Softlab has authentic leaders. - A more systematic leadership programe of authentic leadership skills needs to be implemented. - Knowledge management as a main tool of a learning organization is well developed. III. METHOD OF QUALITATIVE ANALYSIS (CASE STUDY) - Through the used methods the main finding is that authentic leaders in HERMES SoftLab demonstrate high positive psychological capabilities, high moral standards and high self-awareness and self-regulation. - Neophyte training for all newcomers is a well developed mentorship system and an authentic leadership practice developed in HERMES Softlab. - Beneficial implementation of multifunctional virtual teams in order to transfer explicit and implicit knowledge. - Employees in HERMES SoftLab are more inclined towards authentic leadership practice if organization and its management team is dedicated to constant learning and authenticity. Figure 4: Presentation of results on the basis of methods used. Source: Authors, 2010. 218 Organizacija, Volume 43 Research papers Number 5, September-October 2010 autonomy and intrinsic job satisfaction (Guest, 2007; Oldham and Hackman, 2010). Learning organizations need a renovated view on leadership that sees employees as active creators (Dimovski, Penger and Peterlin, 2009). Essential for understanding the theory of authentic leadership is the thesis that authenticity and, therefore, authentic leadership demand the raise of leader's level of self-awareness and of his/her coworkers that is the basic element for authentic leadership development and happens when individuals are well aware of their own identity. Self-awareness is a process in which an individual continuously grasps his/her own identity, unique talents, strengths and values. It is rooted in understanding of personal knowledge, experience and capabilities of an individual. Avolio and Gardner (2005) have identified four main elements of self-awareness: values, identity, emotions and motives/goals. Authentic leader's dedication to development, starting at one's self, works as an indispensable example for co-workers. Authentic leaders in learning organization need to be committed to constant learning (Schein, 1992) that requires self-changing, high level of motivation for learning from one's mistakes, emotional power for dealing with unpredictability, ability for establishing connected relationships and demonstrating self-discipline, and self-trust. The attention is needed to be turned to the management of the intangible resources in knowledge-based society (Swart, 2007). Successfully lead organization are based on trust (Avolio et al., 2004a) as it is well known that the quality of relationships has an important influence on accepting the leader's way of solving strategic challenges (Clawson, 2003). Authentic leader's emphasis (Peterlin, Penger and Dimovski, 2009) is on the development (self and follower's) in the direction of greater commitment, satisfaction, participation, self-awareness, self-regulated positive behaviors and positive-self development. Figure 2 shows the connection between learning organization and authentic leadership which are interconnected as shown. 3. 1 Results of the Explanatory Case Study HERMES SoftLab The results of the case study are based on collected secondary and on primary data. The company working processes have been examined and a critical analysis was made, together with recommendations what to improve to achieve greater level of learning organization and authentic leadership. HERMES SoftLab is a leading Slovenian IT company, established in 1990, headquartered in Ljubljana. Group subsidiaries are located in the Adriatic region - Serbia and Bosnia, as well as in United States (California) and Western Europe (Germany, Austria, Ireland, UK and France). HERMES Soft-Lab is a provider of software engineering services primarily for the clients in the US and Western Europe, serving vendors in telecommunication, storage and gaming industries as well as hi-tech and embedded systems vendors. The company has developed their own product line for applications management. In the Adriatic region, HERMES SoftLab is an IT services and solutions provider to public sector and health organizations, telecommunication companies, financial institutions, gaming industry and other enterprises. In 2008 HERMES SoftLab became a member of a ComTrade Group. The main practices that the company uses to raise its authentic leadership level are the promotion of open corporate culture and open door policy. The common practice of HERMES SoftLab's leaders is also encouraging the learning process, creativity, open spirit and creation of new ideas. The key findings of the study shows, that there are authentic leaders in the company, which have positive psychological capabilities (confidence, hope, optimism and resilience), high moral standards and high self-awareness and self-regulation. Authentic leaders know their purpose and goals, and they are aware of their reasons for becoming leaders. They have their authentic followers and each of them has its own individual style. They stay the same when the changes occur and follow their internal compasses. None can say for himself/herself that he or she is authentic - they must be recognized as such by others. The best time to recognize authentic leaders is in difficult, breaking moments, when they are who they are, and act in accordance with themselves. One of such periods is also a recession - time when there is a need to take care primarily on the financial goals in the company. Some of identified authentic leaders in HERMES SoftLab have managerial positions, while other do not, but all of them have their own, individual style, with which they convinced their followers about their authentic behavior to follow them and enjoying in their roles and assignments, resulting in greater achievements. All identified authentic leaders are also good in their roles of mentors-hip for their followers, have time for followers and last but not least - positive psychological capabilities and high moral standards. In HERMES SoftLab, they practice different activities in order to increase the level of positive psychological capabilities. To name a few; one of them is positive feedback by leaders, when employees do something great, praise of individuals or groups for special achievements and successfully finished projects on staff meetings, which is the base for increasing employees confidence and working motivation. Work is usually done in (virtual) project teams. Second activity, which we are going to mention, is their program of coaching and mentorship. To all newcomers in the company, the formal mentor is assigned, which primarily task is to coach the newcomers to be able to execute their assignments and projects in the future on their own. The newcomers are given the access to all relevant documents for their assignments. In the scope of teams, the workshops are arranged, to pass the best practices and different case studies between all team members. There is also a neophyte training, obligatory for all newcomers in the company, organized each quarter of the year, to introduce the company as a whole, its culture, values and beliefs. After that, all managers introduce their teams, to give the basic idea to newcomers on company procedures and processes. One of the tools for increasing confidence is also yearly PE/PD processes (personal evaluation/personal development plan; HERMES SoftLab, 2009). It is conducted once a year by immediate manager and employee. It is a process of defining the employees' yearly goals, which are challenged, but not impossible to achieve. And achieving those goals, no matter whether they are short or long term goals, is another way 219 Organizacija, Volume 43 Research papers Number 5, September-October 2010 of increasing the level of confidence of each employee. The results show that the higher level of learning organization in the company leverages the higher level of authentic leaders, which in return, leverages the higher level of learning organization. The positive cycling effect/leverage between authentic leadership and learning organization, as shown in Figure 2 has been identified. One of the key findings of this case study has been that in HERMES SoftLab implicit, as well as explicit knowledge is transferred between different individuals and groups. For the explicit knowledge transfer, there are several standard practices and processes, established in all company subsidiaries, - e.g. all employees have access to intranet portal and other knowledge databases, share documents. Implicit knowledge is well transmitted within each company location, but there are some obstacles to implicit knowledge transitions between different locations. This is due geographical distances and not knowing all employees working at other locations. Few activities in the company have a goal to overcome the mentioned obstacles - e.g. project meetings and virtual teams - teams including team members from different locations, virtual conferences, events, working in other subsidiary, workshops. Knowledge infrastructure (technology, culture and structure) and architecture of knowledge process (capture, transition, usage and protection) are very well defined and the company takes care of their knowledge on strategic, tactical, as well as operational level. The company should put even more emphasis on the training of positive psychological capabilities, which will result in greater financial, as well as in non-financial results. On the basis of presented data conclusion can be made that Slovene company HERMES SoftLab can be defined a learning organization in which authentic leadership may develop. The presence of one theoretical construct promotes the increase of the level of appearance of the other construct. The more the company is a learning organization, the easier it is for employees to develop and perform as authentic leaders. And further more, the more we have authentic leaders in a learning organization, the more they promote the acquisition of new knowledge and reorganization into the direction of structured learning organization where employees possess more freedom at work, feel empowered, first time mistakes are usually allowed, if lessons are derived from them, team work is in progress and there is higher connection inside and outside the learning organization. 4 Discussion and conclusion Authenticity of authentic leaders is often awaken by an event that dramatically or unconsciously changes the life of authentic leader because it raises thoughts about questions what he really wants and who his true self is. His personal contemplation is reflected in his personal and professional growth. If a person besides personal growth also has the leadership capabilities he can leave a signet for the humankind in a positive or negative light (Gardner et al, 2005). In order to be an authentic leader in a learning organization it is essential one knows very well itself and the organization in order to know what needs to be improved or changed. Bill George (2003; 2008) has described the authentic practice of following our own values and empowering employees as staying true to our true north. Authentic behavior has the ability to spontaneously produce new authentic leaders. "You can discover your authentic leadership right now. You do not have to be born with the characteristics or traits of a leader. You do not have to be at the top of your organization. You can discover your potential right now (WBF 2010; George, 2010)." Authentic leaders practice: (1) achievement and not persuasion; (2) professionalism and competence and not their title or position; (3) support and commitment and not controlling (Guest, 2007); (4) setting the mentality of employees and not setting goals for the followers. Authentic leadership demands merely consistency. Leaders need to realize they have the privilege to serve the people (Dimovski, Penger and Peterlin, 2009). Unique leadership challenges which organizations all around the world are confronted with demand genuine model of authentic leadership in a learning organization. In order to stay competitive in contemporary business environment a company constantly needs to invest into new knowledge and development of authentic leadership. Modern challenges call appeal a renewed view of research constructs such as self-confidence of a leader, trust, flexibility, optimism in a leadership process. One of the most important challenges of authentic leaders (Avolio et al., 2004a) is identification of personality strengths of their co-workers and the proper direction and motivation in order for them to best take advantage of their strengths and connect them with goals and mission of the organization which we have concluded is implemented in the company HERMES SoftLab. Crucial challenge of a learning organization demonstrates itself in the awareness of authentic leaders that an individual is the most important part in the organizational network of knowledge. Authentic leaders need to identify the key advantages of their followers and help them to develop them and connect them with the vision and identity of the organization. One of the key characteristics of authentic leaders is integrity. Palanski and Yammarino (2009) state five explanations of integrity from the management literature: integrity as perfection, fullness; integrity as consistency between words and actions; integrity as consistency in difficult situations; integrity as staying true to one's self and integrity as ethics or morale. Palanski and Yammarino (2009) suggest the second explanation for integrity (consistency between words and actions) because all the others explanations are virtues by itself (being true to oneself demonstrates the virtue of authenticity). Toor and Ofori (2008) emphasize that authentic leadership may be a proper response to the crisis of leadership in contemporary business environment as it distinguished by high integrity (Storr, 2004), positive energy, moral values, self-discipline, clear goals, trust and hope, optimism, flexibility and personal values. The concept of authentic leadership was developed in the United States of America (Avolio et al., 2004a; George 2003), where different types of personal values are appreciated than in Slovenia. Authenticity should be nurtured and developed accordingly, starting in kindergarten and primary school, when the person's personality is not defined yet. Someone 220 Organizacija, Volume 43 Research papers Number 5, September-October 2010 with defined personality, who has learned that he or she is not allowed to make mistakes, will be very difficult to convince that learning by mistakes and authenticity is a desired value. The people with the boldness to try, who will be authentic and have a desire to learn, will be the people shaping our future. And the presented case study supports it - the learning organization leverages the authentic leadership, which in the return leverages the learning organization. The case study approach has demonstrated that authentic leadership can be detected also in Slovene business environment. HERMES SoftLab is determined as a learning organization in which authentic leaders have been identified (Dimov-ski, Penger and Peterlin, 2009). The company is dedicated to searching for advanced business solutions and encourages employees at all levels for acquisition of new knowledge, empowerment and participation. Authenticity is the basis for all positive changes that we have demonstrated in the article. Organization, such as HERMES SoftLab is through the dedication to constant learning and authenticity better equipped for fighting the global competition in the IT market. Limitations of the paper are methodological and time limited. Research findings are based on secondary data and observation with and without participation. Case study was time limited 2007-2010. Due to the fact that the case study is a statical whereas a company is a dynamic entity and changing on a daily basis the consideration needs to be taken that the researched construct of authentic leadership and learning organization is changing. Acknowledgments The authors of the paper would like to thank the company HERMES SoftLab for providing them with all the needed information for a successful completion of this article. References Avolio, B.J. & Gardner, W.L. (June 2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly. 16(3), 315-338. Retrieved April 20, 2010, from ScienceDirect database on the World Wide Web: http:// www.sciencedirect.com. DOI: 10.1016/j.leaqua.2005.03.001. Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F. & May, D.R (December 2004a). Unlocking the Mask: A Look at the Process by Which Authentic Leaders Impact Follower Attitudes and Behaviors. The Leadership Quarterly. 15(6), 801-823. 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Yammarino, F.J., Dionne, S.D., Schriesheim, C.A., & Dansereau, F. (December 2008). Authentic leadership and positive organizational behaviour: A meso, multi-level perspective. The leadership Quarterly, 19(6), 693-707. Retrieved April 25, 2010, from ScienceDirect database on the World Wide Web: http://www. sciencedirect.com. DOI: 10.1016/j.leaqua.2008.09.004. World Business Forum (WBF), New York, 23. in 24. September, (2008, September): George, B: Current Forum, 2010, Retrieved April, 20, 2010, from: http://us.hsmglobal.com/contenidos/ uswbfhome.html. Zupan, N. (2001). Nagradite uspešne: spodbujanje uspešnosti in sistemi nagrajevanja v slovenskih podjetjih. [Reward the suc-cessful employees: encouragement of performance and reward systems in Slovene companies]. Ljubljana: Gospodarski vestnik. Vlado Dimovski is a full professor of management and organization at the Faculty of Economics University of Ljubljana. His research interests are: strategic management, organizational learning, competitiveness, developing knowledge-based organization, and labor market issues. Dimovski has received his B.A. degree in economics and philosophy, and M.A. in Economics from University of Ljub -ljana, and Ph.D. in Management and Finance from Cleve -land State University. He was State Secretary for Industry in the Government of Slovenia (1995-1997), President of the Center for International Competitiveness (1997-2000), and Minister for Labor, Family, and Social Affairs (2000-2004). Dimovski has also wide experience in consulting for nume -rous companies, institutions, and governments, particularly on the issues of strategic management, labor market, mer gers and acquisitions, and the EU-re lated issues. As an academician Dimovski has taught and researched at the various universities and institutions, and has published in recognized journals. His main research interests are: orga nizational learning, authentic leadership, knowledge mana gement, learning organization. Barbara Grah, M.Sc, is a Marketing Manager in HERMES SoftLab and alumni of Faculty of Economics University of Ljubljana and an active research member of the Future -O Research Group (http://www.futureo.si/). In March 2010 Barbara Grah defended her Master's Thesis at the Faculty of Economics University of Ljubljana with the title "Learning organization and authentic leadership - case study of Hermes SoftLab - Učeča se organizacija in avtentično vodenje (študija primera Hermes SoftLab). 222 Organizacija, Volume 43 Research papers Number 5, September-October 2010 Sandra Penger, Ph.D., is research and teaching assistant professor at the Department of Management and Organi -zation at the Faculty of Economics, University of Ljubljana (http://www.ef.uni-lj.si/en/). Her research interests are in economics of education, positive organizational behavior, authentic leadership, organizational identity, learning orga nization and new public management. She attended many international conferences, where she presented papers in her research area and published several articles in Slove -nian, European, and US journals. More information at http:// www.ef.uni -lj.si/pedagogi/pedagog.asp?id=301, http://www. futureo.si/; or via e -mail: sandra.penger@ef.uni -lj.si. Her main research interests are: modern concepts of mana gement, authentic leadership, positive organizational beha- viour, positive organizational identity, as well as qualitative research approaches implementation in Slovenian practice. Judita Peterlin, MSc, is a research and teaching assistant at the Department of Management and Organization at the Faculty of Economics, University of Ljubljana (http:// www.ef.uni-lj.si/en/). Her research interests are authentic leadership, modern concepts of management and organi zational creativity. More information at http://www.ef.uni -lj.si/ pedagogi/pedagog.asp?id=6464 via e -mail: judita.peterlin@ ef.uni-lj.si. Her main research interests are: modern concepts of management, authentic leadership, organizational creativity, innovativeness, creative leadership. Avtentično vodenje v sodobnem poslovnem okolju: študija primera Hermes SoftLab Prispevek obravnava teorijo in praktične implikacije avtentičnega vodenja v učeči se organizaciji kot modernega koncepta zna -nosti managementa in hkrati nudi novo usmeritev za bodoče paradigme raziskovanja vodenja. Namen prispevka je predstaviti avtentično vodenje v učeči se organizaciji slovenskega poslovnega okolja, zato predstavljamo konceptualni model avtentič -nega vodenja v okviru študije primera slovenske učeče se organizacije HERMES SoftLab. Ključna teza prispevka je namreč, da avtentično vodenje v učeči se organizaciji omogoča razvoj avtentičnih vodij v učeči se organizaciji in njenem okolju prek stalne predanosti avtentičnemu delovanju, kar posledično prispeva tudi k rasti učeče se organizacije. Ključne beside: avtentično vodenje, učeča se organizacija, avtentičnost 223 Organizacija, Volume 43 Research papers Number 5, September-October 2010 DOI: 10.2478/v10051-010-0022-1 Providing the Success of Six Sigma by Proper Project Identification and Selection: Comparison Study between Slovenia and the UK Dušan Gošnik, Andrej Bertoncelj University of Primorska, Faculty of Management, Cankarjeva 5, 6104 Koper, Slovenia, dusan.gosnik@fm -kp.si, andrej.bertoncelj@fm -kp.si Results of Six Sigma projects are related to company performance. Successful Six Sigma projects increase customer satis -faction and have many other positive effects on organisations. Success of Six Sigma projects is related to key management decision about how to identify potential proj ects and which proj ects to select for final implementation. This research is oriented toward the study of tools used in the phase of Six Sigma proj ect identification and criteria used in the phase of Six Sig -ma proj ect se I ection. The purpose of this research is to compare results from manufacturing sector in Slovenia and the UK. Results of this study indicate that management within the organisations tend to identify potential Six Sigma projects with the use of different tools, such as: brainstorming (Slovenia and UK.), followed by Critical To Quality tree (UK.), and interviews and customer visits (Slovenia). Further, the results show that the final decision about Six Sigma projects selection in the UK and Slovenia include different criteria, such as: customer benefit (Slovenia and UK), finance impact (UK) and connection to business strategy (Slovenia). Many companies in the UK as well in Slovenia combine the use of tools and balanced selection criteria at the same time. Keywords: Six Sigma, tools, criteria, identification, se I ection, project, management, Slovenia, United Kingdom 1 Introduction Six Sigma is a business management strategy, initially implemented by Motorola, which nowadays enjoys widespread application in many sectors of industry and services. It is a methodology and set of tools (most frequently used are DMAIC tools - Define, Measure, Analyse, Improve, Control, and DFSS - Design For Six Sigma), which can help us to reduce quality problems to less than 3.4 defects per million or better. Many other benefits of Six Sigma had been a topic of numerous studies and are extensively reported in the literature by many authors (Hendricks and Kelbaugh, 1998; Harry, 1998; Hahn et al., 2003; Robinson, 2005; Kumar et al., 2008; Gutierrez et al., 2009; Johannsen and Leist, 2009; Kumar, Antony and Douglas, 2009; Aboelmaged, 2010; Barnes and Walker, 2010). This paper is oriented towards the study of tools used in the phase of Six Sigma project identification and criteria used in the phase of Six Sigma project selection in Slovenia and in the UK. There is just one study concerning Six Sigmaproject selection in Slovenia, but no comparison studies were presen- ted (Gosnik and Hohnjec, 2009). This study aims at comparing studies and results from Slovenia and the UK. The first part of this paper presents an overview of the research methodology employed in Slovenia and in the UK. The second part discusses the results of the study and compares them against the similar studies for the UK (Banuelas et al., 2006). It culminates by offering a comparison study between Slovenia and the UK and identifying which tools for Six Sigma project identification and criteria for Six Sigma project selection are most frequently used in both countries. Finally, the results are discussed, pointing out the main limitations of the study and indicating possible future lines of research. 2 Theoretical background 2.1 Six Sigma project identification and selection Six Sigma has evolved into a statistical oriented project driven approach to process and product quality improvement; some 224 Organizacija, Volume 43 Research papers Number 5, September-October 2010 multinationals, like Ford Corporation, reported completing over 10.000 projects (Banuelas et al., 2006). However, not all Six Sigma projects produce bottom up benefits; many produce only local improvements (Pyzdek, 2000) and about 20 percent of projects are cancelled (Banuelas et al., 2006). Therefore, empirical studies suggest that successful Six Sigma implementation is related with proper Six Sigma project prioritisation and selection (Pande et al., 2000; Banuelas and Antony, 2002). Key characteristics of Six Sigma are the following: ■ Six Sigma places a clear focus on bottom-line impact in costs and savings. No Six Sigma project will be approved unless the team determines the savings generated from it. However, not all Six Sigma projects produce large direct benefits, many produce only local improvements (Pyzdek, 2008). ■ Six Sigma has been very successful in integrating both, human aspects (culture change, training, customer focus, etc.) and process aspects (process stability, variation reduction, capability, etc.) of continuous improvement. ■ Six Sigma methodologies (DMAIC) link the tools and techniques in a sequential manner. Different steps of Six Sigma framework are outlined below (Pyzdek, 2000): - Define (D): Selection of appropriate Six Sigma projects, development of project plans and identification of the relevant process. The Supplier-Input-Process-Output-Customer (SIPOC) mapping exercise can be used effectively to describe the process. - Measure (M): Measurement of process variables through data quality checks, repeatability and repro-ducibility (R&R) studies, and addressing process stability. - Analyse (A): The use of graphical techniques for process analysis. - Improve (I): Improvement of the existing processes through experimentation and simulation techniques. - Control (C): Development of the control plan for process improvement. ■ Six Sigma creates a powerful infrastructure for training of Six Sigma personnel; champions, master black belts, black belts, green belts. ■ Six Sigma involves changing major business value streams that cut across organisational barriers. It is the means by which the organization's strategic goals are to be achieved. This effort cannot be lead by anyone other than the Chief Executive Officer who is responsible for the performance of the organisation as a whole. Six Sigma must be implemented from the top-down (Pyzdek, 2000). Project identification is the process of identification of different possible resources of useful information which helps us define top priority projects. It is related to the use of different tools which help us to identify potential areas of Six Sigma projects. Use of inadequate tools can lead us to partial information and can direct us to wrong problem focus and consequently to identification of less important projects. Several authors (Pyzdek, 2000, 2003; Breyfogle, 2001; Pande, 2000; Kelly, 2002) suggest the use of different tools for Six Sigma project identification (see Table 1). The selection of process improvement projects is probably the most difficult aspect of Six Sigma and is one of the most frequently discussed issues in the Six Sigma (Pande et al., 2000; Snee, 2001). For many companies, the question is not whether or not to implement Six Sigma, but how to implement a successful Six Sigma process improvement project. Selecting adequate sources and identifying the useful information to identify Six Sigma projects is seen as a key step in project selection (Banuelas et al, 2006). Adams et al. (2003) propose seven main sources for identification of potential Six Sigma projects, including: customers, suppliers, employees, benchmarking, developments in technology, extension of other Six Sigma projects and waste. Project selection is the process of evaluating individual projects or groups of projects, and then choosing to implement some set of them so that objectives of the organisation will be achieved (Meredith and Mantel, 2003; Banuelas et al., 2006). Selecting a project that is too large will cause valuable Table 1: Proposals of tools used for identification of Six Sigma projects Author Tool Pyzdek (2000, 2003) Pareto priority index, QFD (quality function deployment), Breyfogle et al. (2001) Project assessment matrix Pande et al. (2000) QFD (quality function deployment) Kelly (2002) Project selection matrix Adams et al. (2003) Project ranking matrix Larson (2003) Pareto analysis De Feo and Barnard (2004) Reviewing data on potential projects against specific criteria Source: Kumar et al, 2007. 225 Organizacija, Volume 43 Research papers Number 5, September-October 2010 Table 2: Criteria for selection of Six Sigma projects Critical criteria/Author Customer impact Financial impact Top management commitment Measurable and feasible Learning and growth Business strategy and core competence Harry and Schroeder, 2000 x x x X Pande et al., 2000 x x X x X X Snee, 2001 x x X Breyfogle et al., 2001 x x x X Pyzdek, 2000, 2003 x x x Lynch and Soloy, 2003 x x x Antony, 2004 x x X X Source: Banuelas et al, 2006. time to be lost during the define phase (Banuelas et al., 2006), and will result in low efficiency by irrational use of resources. Good project selection is a process itself and if it is properly carried out the potential benefits of Six Sigma can be improved substantially (Pande et al., 2000). Different authors (Breyfogle et al., 2001; Adams et al., 2003, Pyzdek, 2003, Banuelas, 2006) have proposed project selection process models and tools, and key elements in Six Sigma project selection producing a variety of models (see Table 2). The understanding of markets, operations, measures used and creativity to maximise value and performance are the core elements of Six Sigma approach (Pande et al., 2000). Consequently, the "Voice of the Customer" (VOC) should be used to identify potential Six Sigma projects (Johnson, 2002; Man, 2002). Six Sigma teams employ different tools to identify potential projects from several sources, i.e. customers, waste, employees, suppliers, technology or extension of projects (Banuelas, 2006). 3 Conceptual Framework Main objective of this study is to analyse how Six Sigma projects have been identified and selected in Slovenia and to compare results with the similar study from the UK. Comparison is interesting because of the possibility to compare Six Sigma experiences from Slovenia with well developed practice in the UK in this field. To study that efficiently, base study in the UK was used (Banuelas et al, 2006). Based on their research, literature overview and experiences of researchers, the research questions for Slovenia were developed. In order to conduct the study effectively, the general objective is divided further into a number of specific research questions (RQ) as follows: RQ1. What is the status of use of different tools in the phase of Six Sigma project identification in Slovenia and the UK? RQ2. What is the ,statu,s of use of different criteria in the phase of Six Sigma project selection in Slovenia and the UK? RQ3. Which similarities and differences between Slovenia and the UK can be detected in the field of Six Sigma project identification and Six Sigma project selection? Research consists of the following conceptual framework: (1) Background of manufacturing companies. (2) Participation of different levels of management at defining Six Sigma projects. (3) Use of different tools at identification of potential Six Sigma projects. (4) Key criteria for Six Sigma project selection and progression. 4 Methodology The study was based on the comparison of Six Sigma development stage and current status in the manufacturing sector in Slovenia and in the UK. For the study in Slovenia, a questionnaire was developed based on previous research conducted by Banuelas et al. (2006) and latest literature review. The questionnaire consisted of the following main sections: background of companies, participation of different management levels at defining Six Sigma projects, use of different tools at identification of potential Six Sigma projects and key criteria for project selection and progression. Respondents included in this study were all Six Sigma quality managers. The survey was sent out to one hundred Slovenian manufacturing companies in 2008 which had been already emplo- 226 Organizacija, Volume 43 Research papers Number 5, September-October 2010 ying Six Sigma concept. From those sent, twenty-one usable surveys were retrieved in six month period, meaning a response rate of 21 percent. Though the sample was rather small due to the size of Slovene economy and limited number of manufacturing companies implementing Six Sigma, the companies were good representatives of different industry branches and offer space for some general conclusions concerning Six Sigma use in Slovenia. An important limitation of this study is the response rate; however, the response rate is similar to other surveys on Six Sigma, ranging from 8.5 to 14 percent (Antony et al., 2005; Banuelas et al., 2006; Dusharme, 2006). The survey used in this study for a comparison was sent by Banuelas et al. in 2006 to one thousand and one hundred UK companies in the manufacturing sector. From those sent, ninety five usable surveys were retrieved, meaning a response rate of 8.5 percent. The first section of the questionnaire aimed at determining the fundamental issues such as the industry sector, maturity of Six Sigma projects subject to investigation, number of projects carried out and number of years since Six Sigma had been launched. The following two sections were focused on the use of different tools for Six Sigma project identification and criteria for Six Sigma project selection. Respondents were asked to rank the criteria in terms of whether each of the claims fit to their practice in the organisation. The yes/no type of questions were asked to provide a better perspective of the current Six Sigma practices in Slovenian manufacturing companies and compared to available UK data (2006). 4.1 Sample characteristics Characteristics of both samples have been analysed for the number of employees in organisations, the position occupied by the respondents, the areas of industries, the status of Six Sigma implementation, number of years of presence of Six Sigma in the company and number of finished Six Sigma projects within the organisation and are presented in Table 3. 5 Results and discussion Six Sigma teams in the UK employ different tools to identify potential Six Sigma projects from several sources, i.e. customers, waste, employees, suppliers, technology or extension of projects. The majority of them (76 percent) use brainstorming. Critical-to-quality (CTQ) tree, focus group, interview are employed by around one third of the surveyed companies. Customer visits, quality function deployment (QFD), Kano analysis, surveys are used by 20 to 30 percent of all surveyed companies. (Figure 1). Table 3: Sample characteristics UK* Slovenia Companies implementing Six Sigma Total 13 companies 8 companies Participants - position of respondents (rank) Master black belt 5 managers 1 manager Black belt 8 managers 2 managers Green belt 2 managers 8 managers Yellow belt 5 managers 2 managers Six Sigma implemented projects in the company Less than 10 projects 6 companies 4 companies Between 10 and 100 projects 7 companies 3 companies More than 100 projects 12 companies 1 company Current .status on Six Sigma in the company Less than 1 year 4 companies 4 companies Between 1-3 years 9 companies 3 companies More than 3 years 12 companies 1 company * Source: Banuelas et al. (2006) 227 Organizacija, Volume 43 Research papers Number 5, September-October 2010 / N / / / ✓ y > ^ ^ * 3 in v nasprotju z alternativno domnevo H^ ^<3, zaradi česar lahko sprejmemo sklep, da ima povečana dinamika vstopov novih mikro in malih podjetij za posledico zmanjševanje kazalnikov vrednosti dodane vrednosti na zaposlenega in stopnje donosnosti kapitala, hkrati pa s tem povezana povečana konkurenca v panogi izkazuje pozitiven vpliv na ekonomsko uspešnost preživelih rastočih podjetij (Tabela 7). 5.2 Regresijska analiza Predmet regresijske analize je odvisnost med odvisno spremenljivko in eno ali več neodvisnimi spremenljivkami, in sicer: ■ analiza odvisnosti števila mikro in malih podjetij v panogi lesarstva od števila velikih podjetij in števila zaposlenih v velikih podjetjih, ■ analiza odvisnosti števila vstopov novih mikro in malih podjetij v panogi lesarstva od števila velikih podjetij in števila zaposlenih v velikih podjetjih Analiza odvisnosti števila mikro in malih podjetij v panogi lesarstva (ST_MP) od števila velikih podjetij (ST_VP) in števila zaposlenih v velikih podjetjih (ZAP_VP). Tabela 8: Korelacijska matrika (število malih podjetij, število velikih podjetij velikostna struktura velikih podjetij) Korelacija ST_MP ST_VP ZAP_VP Pearsonova korelacija ST_MP 1,000 -0,450 -0,542 ST_VP -0,450 1,000 0,980 ZAP_VP -0,542 0,980 1,000 Sig. (1-tailed) ST_MP 0,027 0,008 ST_VP 0,027 0,000 ZAP_VP 0,008 0,000 N ST_MP 19 19 19 ST_VP 19 19 19 ZAP_VP 19 19 19 Vir podatkov: SURS 2009 (SI-Stat), Slovenija, 1989-2007. Regresijska enačba: ST_MP''=a+bfST_VP+b2*ZAP_VP A 181 Organizacija, letnik 43 Razprave številka 6, november-december 2010 Za namene regresijske analize so uporabljeni podatki povprečnega števila velikih podjetij, povprečnega števila mikro in malih podjetij in povprečnega števila zaposlenih v velikih podjetjih v posameznem letu za obdobje 1989- 2007 v skupini DD20 in DN36. Korelacijski koeficient, ki kaže odvisnost med spremenljivkama ST_MP in ZAP_VP, znaša -0,542, kar pomeni, da je odvisnost med spremenljivkama negativna in srednje močna, korelacijski koeficient med spremenljivkama ST_VP in ST_MP znaša -0,450, kar kaže na negativno in šibko odvisnost. Iz navedenega bi lahko sklepali, da manjše kot je število velikih podjetij v panogi lesarstva, večje je število malih podjetij (Tabela 8). Ocena regresijskega modela Interpretacija rezultatov: H0: Pi= P 2=0, Hx: vsaj_en_ Pi * 0, F=6,718 > Fa=0,05,m1=2,m2=16 = 3,63 Na podlagi populacije podjetij v panogi lesarstva lahko pri sprejemljivi stopnji tveganja zavrnemo ničelno domnevo in sprejmemo sklep, da je vsaj eden izmed regresijskih koeficientov različen od 0 (da vsaj ena izmed vključenih spremenljivk vpliva na število mikro in malih podjetij v panogi lesarstva). Na podlagi podatkov ocenjujemo, da je popravljeni mul-tipli determinacijski koeficient (R2) enak 0,389, kar pomeni, da je 38,9 % variance števila mikro in malih podjetij v panogi lesarstva pojasnjeno z linearnim vplivom števila in velikostne strukture velikih podjetij v panogi (Tabela 9). Ocena regresijske funkcije: ST_MP"=5257,385+134,672*ST_VP-0,477*ZAP_VP Na podlagi podatkov ocenjujemo, da se število mikro in malih podjetij v panogi lesarstva v povprečju poveča za 135, če se število velikih podjetij v panogi poveča za 1. Iz navedenega lahko, glede na razpoložljive podatke, sklepamo, da se število mikro in malih podjetij v panogi lesarstva povečuje, če se povečuje število velikih podjetij v panogi. Ker gre za isto-smerno odvisnost lahko sklepamo, da se tako število velikih podjetij kot mikro in malih podjetij v panogi lesarstva povečuje v obdobju panožne in gospodarske ekspanzije in obratno. Na podlagi podatkov ocenjujemo, da se število mikro in malih podjetij v panogi lesarstva v povprečju poveča za 0,48, če se število zaposlenih v velikih podjetij v panogi zmanjša za 1. Iz navedenega lahko sklepamo, da se število mikro in malih podjetij v panogi lesarstva povečuje, ko se zmanjšuje število zaposlenih v velikih podjetjih. Sklepati je, da se času gospodarske ekspanzije povečuje povpraševanje po delovni sili tako v velikih kot v mikro in malih podjetjih. Posledica tega dejstva Tabela 9: Ocena regresijskega modela Povzetek modela Model R R2 Popravljeni R2 Standardna napaka ocene 1 0,676a 0,456 0,389 263,9845 a. Prediktorji: (Konstanta), ZAP_VP, ST_VP ANOVAb Model Vsota kvadratov df Povp. kvadratov F Sig. 1 Regresija 936318,152 2 468159,076 6,718 0,008a Ostanek 1115004,795 16 69687,800 Skupaj 2051322,947 18 a. Prediktorji: (Konstante), ZAP_VP, ST_VP b. Odvisna spremenljivka: ST_MP Koeficienti Model Nestandardizirani koeficient B Std. napaka Standardizirani koeficient Beta t Sig. 1 (Konstanta) 5257,385 498,056 10,556 0,000 ST_VP 134,672 61,586 2,006 2,187 0,044 ZAP_VP -0,477 0,175 -2,507 -2,733 0,015 a. Odvisna spremenljivka: ST_MP A 182 Organizacija, letnik 43 Razprave številka 6, november-december 2010 TabelalO: Korelacijska matrika (dinamika nastajanja malih podjetij, dinamika števila velikih podjetij, dinamika velikostne strukture velikih podjetij) Korelacija VS_MP ST_VP ZAP_VP Pearsonova korelacija VS_MP 1,000 0,306 0,260 ST_VP 0,306 1,000 0,979 ZAP_VP 0,260 0,979 1,000 Sig. (1-tailed) VS_MP 0,109 0,149 ST_VP 0,109 0,000 ZAP_VP 0,149 0,000 N VS_MP 18 18 18 ST_VP 18 18 18 ZAP_VP 18 18 18 Vir podatkov: SURS 2009 (SI-Stat), Slovenija, 1989-2007. Regresijska enačba: VS_MP"=a+b1*ST_VP+b2*ZAP_VP je, da določeno število zaposlenih v velikih podjetjih v panogi prepozna podjetniško priložnost, ki izhaja iz povečanega povpraševanja na trgu in se zato odloči zapustiti delovno mesto v velikem podjetju in ustanoviti lastno mikro ali malo podjetje, hkrati pa velika podjetja v teh obdobjih težko zapolnijo iz tega razloga sproščena delovna mesta. Analiza odvisnosti števila vstopov novih mikro in malih podjetij v panogi lesarstva (VS_MP) od števila velikih podjetij (ST_VP) in števila zaposlenih v velikih podjetij (ZAP_VP). Za namene regresijske analize so uporabljeni podatki števila vstopov novih mikro in malih podjetij, povprečnega števila velikih podjetij, in povprečnega števila zaposlenih v velikih podjetjih v posameznem letu za obdobje 1989- 2006 v skupini DD20 in DN36 (SKD). Korelacijski koeficient, ki kaže odvisnost med spremenljivkama VS_MP in ST_VP, znaša 0,306, kar pomeni, da je odvisnost med spremenljivkama pozitivna in šibka. Korela-cijski koeficient med spremenljivkama VS_MP in ZAP_VP znaša 0,260, kar kaže na pozitivno in zelo šibko odvisnost. Iz navedenega bi lahko sklepali, da večja kot je dinamika velikih podjetij v panogi lesarstva, večja je dinamika vstopov novih malih podjetij v panogi (Tabela 10). Ocena regresijskega modela Interpretacija rezultatov: H0: Pl=P2=0, H1: vsaj_en_ P^0, F=1,142