Current and Future Use of Management Tools

By Nedelko, Zlatko; Pototcan, Vojko et al. | E+M Ekonomie a Management, January 2015 | Go to article overview

Current and Future Use of Management Tools


Nedelko, Zlatko, Pototcan, Vojko, Dabic, Marina, E+M Ekonomie a Management


Introduction

A plethora of management ideas and concepts have been developed in management literature over decades [15], [41], [55], [58], [60]. But those management ideas and concepts are in the literature rarely discussed on the level of their use as a management tool [2], [57]. It is evident that developed ideas and concepts (consequently also tools) are in literature mainly dealt with separately, for the most part as a single tool [14], [21], [24], [36], [42], while some studies consider few tools jointly [25], [40] due to their interrelatedness.

A holistic consideration of the different tools or the plethora of management tools together is rarely found in literature. A longitudinal research aiming to examine trends about use, current use, and percentage of satisfied users for selected tools has been conducted for more than a decade by international research group [47], [48], [49]. Comprehensive studies dealing with more management tools beyond viewpoints considered by this research group do not exist. Partial discussions and empirical investigations about single or a few selected management tools together reveal some differences in patterns of management tools use worldwide. Our contribution continues these discussions in a more comprehensive manner. This paper focuses especially on future use and issues related to the future use of management tools in organizations within catching up countries.

Turning to the impact of previous experiences with management tools use on their future use by employees' in organizations, evidences from everyday life show that previous (positive and negative) experiences importantly influence future use, motivation for use, etc. [1], [8], [54]. Management literature dealing with these issues is rather limited [5], [52]. More often, the impact of previous experiences (with use, participation, observation, etc.) on the behavior of existing or further potential users is considered in various other fields, such as: (1) shopping experiences enjoyment has a significant positive influence upon future customers' intentions to shop [22]; (2) previous experiences with service (e.g., insurance agency, travel agency) influence customers' decisions on future use of services [8], [18]; and (3) the impact of behavior experiences on the desired behavior in organizations (e.g., manager as a role model), etc. [5], [20], [46]. Those examples emphasize the importance of past experiences with use and engagement for future use, engagement, enrolment, retaking service, etc.

In the mainstream of management literature [13], [15], [53], the link between previous working experiences (e.g., about working and behavior) and future behavior is not explicitly considered. This link gets more attention in the field of organizational behavior [5], [28], [52] and work psychology [3], [34]. Very often the examination of the link between attitudes and behavior is based on the theory of planned behavior, first introduced by [1]. Those cognitions are the groundwork for our discussion.

Based on the above findings, we presuppose that the management tools used in organizations are importantly dependent upon the previous experiences of other users (e.g., co-workers, managers). Those experiences can importantly influence an employee's perception about motivation for the use of management tools. This consequently results in an employee's action to either use or not use.

In the framework of a more holistic agenda for consideration of management tools use and their future use, this paper focuses on: (1) differences in management tools use among employees in Slovenian and Croatian organizations; (2) examination of the links between employees' previous experiences with management tools use and its future use (we consider future use either as (a) a desire to use those tools among employees who are already familiar with single tools or (b) a desire to become familiar with management tools among employees who do not know a single management tool yet); and (3) determining patterns of management tools for future use in Slovenia and Croatia (as examples of catching up countries) based on experiences from high-developed market economies. …

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