Jovevski, Dimitar

Preferred name

Jovevski, Dimitar

Official Name

Jovevski, Dimitar

Main Affiliation

djovevski@eccf.ukim.edu.mk

Now showing 1 - 10 of 23

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Social Media Marketing Activity in Western Balkan Banking Industry
(MIPRO Croatian Society, 2015-05)
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The number of people who are using social media websites is constantly growing. Customers increasingly expect banks to offer more services via social media platforms. Recent studies confirmed that customer retention is likely to increase at banks that offer a strong social media experience. This paper explores the maturity of social media use in banking service sector with particular focus on Facebook, Twitter, YouTube and LinkedIn. Empirical data have been collected mainly through visual inspection of social media accounts of major banks in Western Balkan Countries and the results have been compared and presented. Various types of indicators for measurement of social media activity have been used: number of fans, subscribers and followers, number of video views, number of posts in last 15 days, visibility of the social media channel on the official web page, social engagement and others. Based on these and other data we made quantitative comparison and qualitative analysis of the intensity of social media use in banking industry in the region of Western Balkan Countries.
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BIG DATA ADOPTION IN SELECTED COMPANIES OF THE RETAIL SECTOR IN THE REPUBLIC OF MACEDONIA
(INSTITUTE OF KNOWLEDGE MANAGEMENT SKOPJE, MACEDONIA, 2018-12-10)
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In a highly digitalized world, big data and analytics are among major trends companies worldwide are facing. As companies generate data across different sources (information systems), which is increasing rapidly in volume, variety and velocity, big data analytics becomes essential. Big data is a term that describes the large volume of data (both structured and unstructured), that overwhelms a business on a day-to-day basis. But the importance of big data doesn’t revolve around how much data one organization has, but what organizations do with the data that matters. Big data and analytics, provide organizations with the opportunity to analyze data generated from any source and to find answers that enable cost reductions, time reductions, new product development and optimized offerings, and smart decision making. Big data is affecting companies from different size and in almost every industry, and has the potential not only to transform the business world, but the society as well at large extent. Emerging literature and the empirical evidence suggest that companies from the retail sector can gain competitive advantage from data if they adopt big data analytics technologies. In spite of that, companies in the country are still in the early stages of adoption ofbig data analytics technologies. Hence, the goal of this paper is to determine factors affecting the big data analytics adoption in selected companies in the Republic of Macedonia from the retail sector. This is a pilot study and as such represents the first attempt to assess the level of big data analytics adoption in the country. This small scale preliminary study will provide evaluation of the feasibility of the key steps of the proposed research model (methodology) in order to conduct future research in larger extent and sample. There have been several theoretical models that explain technology acceptance. The research model in this study is based on Technology-Organization-Environment (TOE) framework (Tornatzky & Fleischer, 1990). The TOE framework explains that adoption of technological innovations is influenced by a range of factors in the context of the technology, organization and external environment. The framework explains that these three factors stimulate and influence the technology innovation adoption-decision in companies. It is considered as multi-perspective framework and an integrative model that is developed for studying factors affecting adoption of innovative technologies and has been used to assess organizations’ adoption of big data analytics technologies mostly in telecommunications, e-commerce and other. The proposed research model specifies the following technological characteristics (technical capacity, relative advantage and complexity), intra-organizational factors (top management support, organizational culture, organizational size and IT expertise/ technological competence), and inter-organizational factors (competitive pressure, external support, and regulatory /government policy as well as data security and privacy) as determinants of big data analytics adoption.The preliminary results of this pilot study support the research model and the methodology. The significance of the proposed determinants/factors can help managers formulate their analytics strategies and increase the use of big data technology in order to fulfill organizational goals and achieve better organizational performance
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EFFECTS AND BENEFITS OF THE OBLIGATORY IMPLEMENTATION OF ELECTRONIC PUBLIC PROCUREMENT SYSTEM
(INSTITUTE OF KNOWLEDGE MANAGEMENT SKOPJE, MACEDONIA, 2018-03)
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Nikolovska, Dragana
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The digital transformation of the process of the public procurement, assisted by the development of information communication technology and the Internet, enables the use of electronic means of communication and the implementation of public contract award procedures. Public procurement has a major impact on the national economies, bearing in mind that a significant percentage of the state’s budget is spent on the purchase of goods, services and works by the private sector to meet public needs. It is therefore important that procurement be carried out by providing the best quality at a lower price, and the process itself to be implemented quickly, simply and cost effectively. This paper examines the success and advantages of electronic public procurement in the Republic of Macedonia, but taking into account the challenges faced by contracting authorities (contracting authorities – public and state institutions) and economic operators (private firms) in order to determine the effects of their use. In the first part, a brief theoretical review of public procurements and existing legislation in the EU and the Republic of Macedonia is given, while electronic public procurement is further elaborated by presenting the electronic procurement system and the sole platform in Macedonia for digital purchases, comparing the Macedonian solution with the systems of the Western Balkan countries and Europe, and lastly, an empirical market research on public procurement was made. E-procurement in Macedonia since 2018 is mandatory for use, and the aim of this paper is to verify that the effects and benefits of the use level are large and positively affect contracting authorities, economic operators and the general public.
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E-business models for web based social networks in the Republic of Macedonia
(IEEE, 2014-05)
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Tijan, Edvard
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DETERMINANTS OF DATE ANALYTICS MODELS TO IMPROVE CUSTOMER ENGAGEMENT
(INSTITUTE OF KNOWLEDGE MANAGEMENT SKOPJE, MACEDONIA, 2018-03)
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Abstract: Organizations that turn data into insights are gaining competitive advantage through improved connections with consumers. Data analytics (DA) is the process of examining data sets in order to draw conclusions about the information they contain, aided by specialized systems and software. Data analytics technologies and techniques are widely used in commercial industries to enable organizations to make more-informed business decisions and by scientists and researchers to verify or disprove scientific models, theories and hypotheses. Our findings demonstrate a significant increase in the number of organizations that are using analytics to gain a competitive advantage and innovate — a key component of this shift is more effective use of analytics to improve customer engagement. Data and analytics allow organizations to use intelligence from feedback to tailor offerings that improve customer satisfaction. Several factors appear to be at work, including the use of a wide range of data sources, well-developed core analytics capabilities, and integration of artificial intelligence (AI) and the internet of things (IoT) into processes. Companies that have businesses as their main customers (business-to-business, or B2B) are gaining the most benefits from this shift, in part because they are able to share data with customers in a way that directly strengthens their relationship. Data analytics initiatives support a wide variety of business uses. For example, banks and credit card companies analyze withdrawal and spending patterns to prevent fraud and identity theft. E-commerce companies and marketing services providers do clickstream analysis to identify website visitors who are more likely to buy a particular product or service based on navigation and page-viewing patterns. Mobile network operators examine customer data to forecast churn so they can take steps to prevent defections to business rivals; to boost customer relationship management efforts, they and other companies also engage in CRM analytics to segment customers for marketing campaigns and equip call center workers with up-to-date information about callers. We assigned respondents to one of three categories based on their relative level of sophistication in adopting analytics: the Analytically Challenged organizations display limited analytical capabilities; Analytical Practitioners largely use analytics to track and support performance indicators; and Analytical Innovators incorporate analytics into virtually every aspect of their strategic decision making, including gleaning data from a variety of sources such as direct measurement and sensors, industry data, and third parties. One of the clear differences between Analytical Innovators and the other maturity groups is their ability to successfully use data and analytics to deepen customer engagement along several key dimensions. The most analytically mature organizations are twice as likely to report strong customer engagement compared with the least analytically mature organizations. According to this interpretation, Analytical Innovators’ heightened awareness of customer and competitor behavior leads to a greater appreciation of the risks of customer loss as a result of their data-driven customer intelligence and engagement. To determine the relative analytics proficiency of an organization, we calculated the Analytics Core Index, based on the organization’s core analytics capabilities in (1) ingesting data (capturing, aggregating, and integrating data); (2) analyzing (descriptive analytics, predictive analytics, and prescriptive analytics); and (3) applying insights (disseminating data insights and incorporating insights into automated processes).
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ASSESSMENT OF THE DIGITAL MATURITY IN SELECTED INDUSTRIES IN THE REPUBLIC OF MACEDONIA
(1. Association of Economists and Managers of the Balkans, Belgrade, Serbia; 2. Faculty of Engineering Management - Belgrade, Serbia; 3. Modern Business School - Belgrade, Serbia; 4. Faculty of Business and Management Sciences - Novo Mesto, Slovenia; 5. Faculty of Business Management and Informatics - Novo Mesto, Slovenia; 6. Business Academy Smilevski - BAS, Skopje, Macedonia; 7. BAS Institute of Management, Bitola, Macedonia, 2017-12-14)
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The goal of the paper is to assess the level of digital maturity of selected companies in two industries (banking and retail) in the Republic of Macedonia based on defined methodology. The results confirmed that companies in the sample fully understand the benefits of digital transformation and strive to reach higher levels of digital maturity. Although companies from both industries are progressing well and the overall level of digital maturity is set between levels 3 and 4, banks are step forward reaching level 4 i.e. customer-driven while retail companies are on transitional level.
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Digital Maturity Assessment in the Banking Industry in the Republic of Macedonia
(INSTITUTE OF KNOWLEDGE MANAGEMENT SKOPJE, MACEDONIA, 2017-09)
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The main goal of this paper is to assess the level of the digital maturity of selected companies in the banking sector in the country using the digital maturity assessment tool. Since the concepts regarding digital transformation especially digital maturity are not uniquely defined in the literature, the process of the digital transformation of a company will be presented together with the assessment methodology of companies’ digital maturity from the authors’ point of view. Digital transformation impacts the whole business, not only questioning existing ways of managing and structuring it, but also changing mind-sets of everyone in the organization. Companies in all industries worldwide are experimenting with and benefiting from digital transformation. Digital maturity and digital transformation are interconnected. In order to reach certain level of digital maturity, digital transformation is a must. Digital transformation is the use of technology to radically improve performance of companies. Different authors and consulting groups propose digital transformation roadmaps in order to reach predefined digital maturity level. We will address the most influential methodologies. In order to assess the level of the digital maturity a structured survey was performed in the banking industry in the country. According the defined methodology the following five different pillars of digital maturity are evaluated: governance and leadership, people and culture, capacity and capability, innovation and technology. Each of the pillars can be assessed on the scale of five different levels starting from minimal, then informal and reactive, transitional, customer-driven and the final, most advanced level – transformed. Concerning the first pillar, governance and leadership, analysed banks are mostly in the level 3 and 4. This means that they have defined digital strategy which is integrated into departmental planning process and influences overall organisational strategy and direction. The maturity of the analysed sample for the second pillar – people and culture, is on level 3. This means that the digital strategy is developed and embraced by staff and in some cases digital transformation change management plan is implemented. After summarizing the results for the third pillar - capacity and capability, it can be concluded that the answers into the assessment tool are more dispersed and overall conclusion cannot be derived. Analysed banks are mostly between level 3 and 4 regarding innovation aspect meaning that digital channels are used to create new relationships with customers and the company seeks ways to utilise digital channels and technologies to redefine customer service and to generate new benefits. The last pillar which refers to the technology, shows the highest level of all pillars, i.e. mostly the analysed banks are between level 4 and 5. This is encouraging since the technology is enabler of digital transformation. The banking sector in the country is one of the most advanced service sectors and hence represent a benchmark concerning the digital transformation. The results of our survey confirmed that banking sector in the Republic of Macedonia fully understands the benefits of digital transformation and therefore strives to reach the highest level of digital maturity. Understanding where the companies are on the digital journey has a number of benefits including the prioritization of resources and projects that will help accelerate advancing along different levels of digital maturity.
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THE GAMIFICATION PYRAMID: A CONCEPTUAL FRAMEWORK FOR ADULT LEARNING AND ORGANIZATIONAL READINESS
(Institute for Knowledge Management, 2025-10)
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Tea Josimovska
One of the most talked-about tactics in corporate training, education, and organizational development is gamification. Gamification aims to promote desirable behaviors, maintain engagement, and encourage participation by incorporating game design elements—such as quests, challenges, leaderboards, badges, and points—into non-gaming contexts. Organizations are looking for scalable ways to improve readiness and learning outcomes, and learners and employees are already used to interactive and reward-driven systems in their everyday digital lives, which explains why gamification is being adopted quickly across sectors. However, despite its increasing popularity, gamification research is still dispersed. Current models frequently offer descriptive taxonomies of user types or motivational drivers, but they are unable to explain how gamification systems transform from superficial rewards into long-lasting frameworks that encourage sustained engagement and significant results. The literature is dominated by a few key frameworks. Eight fundamental human motivational factors are identified by Yu-kai Chou's Octalysis Framework, which also makes a distinction between positive and negative motivators and intrinsic and extrinsic drivers. A systematic viewpoint that describes how gamification components work together over time to create scalable, sustainable engagement is what's lacking; this gap is especially noticeable in programs for organizational readiness and adult learning. By presenting the Gamification Pyramid as a helpful interpretive tool that enhances rather than replaces current models, this paper fills that gap. The Pyramid divides gamification into three levels: dynamics, which stand for the emergent psychological states of mastery, trust, collaboration, and purpose that maintain motivation over time; mechanics, which arrange and link those components into meaningful pathways; and components, which offer the obvious building blocks of engagement. The benefits of this progression are particularly noticeable in organizational and adult learning settings. Adult learners who are juggling many obligations rarely pay attention to badges and points, even though they can produce temporary compliance. To show progress and relevance, strategies like feedback systems, staged challenges, and group projects are crucial. But in the end, only dynamics—the higher-order results of mastery, trust, and cooperation—can generate long-lasting motivation that complements corporate strategy and career advancement. The paper places the Pyramid in the larger context of models like Octalysis, Hexad, Werbach and Hunter's taxonomy, and Nicholson's meaningful gamification through an organized review of gamification research. This positioning is summarized in two comparative tables. The first explains the special value of a hierarchical progression lens by contrasting major frameworks based on their focus, advantages, and disadvantages. With applications ranging from compliance training and onboarding to upskilling, leadership development, and organizational transformation, the second converts these insights into useful suggestions for creating gamification in adult learning and organizational contexts.
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DIGITALIZATION, ARTIFICIAL INTELLIGENCE AND WORK FORCE
(Institute for Knowledge Management, 2022-10-10)
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Digitalization has been changing organizations from the time when Internet was discover. On the other side digitalization is rapidly reshaping our workplaces. Nowadays people cannot imagine business or their personal lives without digital technologies, digital technologies often change individual’s work and collective work practices in significant but unpredictable ways. Digitalization has created many challenges at companies and also at work place, but also create excellent opportunities for organizations. New technologies are a key driver of labor market change in recent decades. On the other side there are technological developments in areas such as artificial intelligence and concerns that this technologies will destroy jobs. There are lot of existing studies which examined the role of digitalization on business performance and worker productivity. Digital technologies help but also allow companies to improve their workplace form traditional/outdated to fresh and digital. The benefits from the digitalization are appeal to both employees and management. In general technologies are unpopular among workers in traditional companies, primarily because they are not well known, as well as because of the fear of possible job losses. A large number of surveys and surveys of the opinion of workers reveal a small percentage of workers who support the implementation of robotic production systems because most believe that they will "take" their jobs. For that reason, in recent years, the issue of informing workers with new technologies that work with artificial intelligence has been updated, in order to neutralize the fear of the unknown. Artificial intelligence is being perfected to ensure complementarity of production processes to improve productivity and, ultimately, increase profits. Those jobs that will be closed and replaced by robotization and the introduction of artificial intelligence will actually generate new jobs that should be filled with workers through their retraining and retraining , because machines and artificial intelligence still need to be managed by a human factor. In this paper we will explore the situation about the level of digitalization, implementation of AI (artificial intelligence) in different fields of working and how this process cultivate the digital work force, what are the skills of workers' representatives for information management, digitalization, AI (artificial intelligence) management, as well as the creation of a personnel strategy and its implementation in the company.
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Impact of e-recruitment strategies in enterprises of the Republic of Kosovo
(ILIRIA International Review, 2019-07-01)
Dragusha, Blerim
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In the modern world information technology especially internet is rapidly changing the way individuals interact in the real world in the labor force market. Social networks (SN) like Facebook, LinkedIn, Twitter; Instagram etc. has invaded our daily lives. Human resources management has also taken its share of these changes. Employers have begun using social networks for getting information about job candidates. Information provided by Social Network about personal and professional life of potential job candidates made Social Network as an important tool for recruiters. In the Republic of Kosovo even in some other countries social network is not an official part of the selection but their influence on the recruitment process is very evident. The essence of the research is the impact of social networks and traditional methods - interviews, C.V and recommendations in the recruitment process in the Republic of Kosovo. In foretold, the research thesis is explored with all the justifications and challenges that follow. Presentation of the research plan and procedures reflects in detail the real situation. The methodology I have used in this research has analytical character and practical verification of hypotheses. This first research is dealt with on this day and will be a major contributor to the human resources strategy devoted to the recruitment process. In the survey we made and the hypothesis that I have argued about the reality of the recruitment process in the Republic of Kosovo. And I conclude that: Social networks are effective and efficient in the recruitment process, it has the potential to find the best candidate for employment, has a competitive advantage. Link the social network with more reliable and professional social connections between social networks and traditional recruitment methods foresee them as a model of the future. But the replacement of traditional recruitment methods with social networks respondents now has rejected it as a possibility.

Jovevski, Dimitar

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