Problems of Management in the 21st Century

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Authors: Editorial Board

Cover page

7-19

Authors: Anup Chowdhury, Nikhil Chandra Shil

This research explored in depth the evolution of performance measurement systems in the context of new public management initiatives in Australian public sector. A governmental department in the Australian Capital Territory was selected for the purpose of the exploration. The qualitative research approach was adopted and data was collected following case study tradition. The main data sources were archival official documents and interviews. In addition, the researchers used direct observation to supplement and corroborate the archival documents and interview data. The empirical evidence presented in this research supports the fact that the selected Australian government department has implemented performance measurement systems in the line of new public management to illustrate the department’s commitment to efficiency and accountability. The research undertaken was in-depth, using a case study and though generalization is not possible from this single case study, the findings may be expected to add knowledge to existing literature and provide some important lessons for other public sector entities of the developing countries who are interested in adopting performance measurement systems as their control devices.

39-53

Authors: Stefan Schwerd, Richard Mayr

Nowadays computer mediated communication (CMC) and the high volume of computed and stored information is getting a business on its own. Information is collected, aggregated, analyzed and used to create real business advantage and value but also risks within companies and also outside on the markets in a high volume. On the other hand, single individuals still need to deal and interpret this sheer mass of increasing information continuously. The change in information management and handling triggers the ongoing changes in decision makings on the operational level as well as on the strategic level. Information is a good sold itself and triggered an own industry of information brokerage. It opens the question of trust and correctness into the information itself but also into the information source and opens a complete new, not modelled yet discipline of Information Risk Management. Currently no model exists in science to measure Information Risk Management where as there is a highly increasing demand to measure case-based applicability and success of Information Risk-Management (IRM) activities in a broader context. The authors propose a new model for IRM and derive a qualitative prove of variables/measure and a quantitative empiric-norm as a base for further perception comparison with specifically targeted groups.

69-81

Authors: Daina Vasiļevska, Diāna Līduma, Kitija Melberga

Within the framework of the research, it was clarified that there is a trend in the service companies in Liepaja to rely more on the technological innovations. That differs from the dominating trend in this sector to introduce the non-technological innovations. Considering the common trend in Latvia that the number of innovative service companies is decreasing, the factors preventing the introduction specifically in the service companies in Liepaja were identified in the research. Aim of the research is to clarify the opinion of managers of service companies in Liepaja about the factors affecting introduction of innovation. Within the framework of the research, 31 highest-level managers of Liepaja City service sector and municipal companies were inquired. The results of the research showed that 90% of respondents have introduced at least one form of innovations since January 2014. It was established that the main forms of innovations by object in the service companies in Liepaja are product or process innovations. Only 35% of the managers could clearly answer about their plans to introduce innovations in the future. That demonstrates the lack of strategy and innovations in the management and short-term planning in the companies. The results of the research allowed concluding that the main factor delaying innovations in the service companies was the shortage of financial resources. The lack of qualified staff was mentioned by the managers as an insuperable problem to introduce innovations.