Nakov, Leonid
Preferred name
Nakov, Leonid
Official Name
Nakov, Leonid
Main Affiliation
Email
lnakov@eccf.ukim.edu.mk
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Item type:Publication, Knowledge overconfidence among entrepreneurs from Austria and North Macedonia(Nomos Verlag, 2022); ; ; <p>Entrepreneurial decision-making is often characterized by unrealistic optimism. This so-called “overconfidence bias” has consequently received an increasing amount attention from the authors of literature on entrepreneurship research. Most empirical studies, however, that target the overconfidence bias have been conducted with students or samples from the general population. This study contributes to the entrepreneurial decision-making literature by explicitly targeting entrepreneurs from Austria and North Macedonia (n = 187), defined as individuals who have started their own businesses or are in the process of doing so. The entrepreneurs were asked to complete a general-knowledge questionnaire and to estimate the accuracy of their answers. The results suggest that the most of these entrepreneurs exhibit overconfidence (and some, underconfidence) with regard to the accuracy of their knowledge. Significant differences were observed between the bias scores and confidence scores of the Austrian and Macedonian respondents, but not the accuracy scores. The so-called “hard-easy effect,” which indicates that individuals display overconfidence when answering hard questions, but underconfidence when answering easy questions, was observed among the Austrian but not among the Macedonian entrepreneurs. </p> - Some of the metrics are blocked by yourconsent settings
Item type:Publication, MANAGING PROGRESSIVE BUSINESS MODELS IN FUNCTION OF INCREASED ROLE-BASED ENGAGEMENT AND ACCOUNTABILITY, EMPIRICAL ANALYSIS OF JAPAN AND NORTH MACEDONIA(2024-06-21); Spasovska MonikaTheoretical Background The process of creating the concept of ‘human-centered management’ undoubtedly implies to the tendency for progressive and paradoxical modelling of 5 prevalent pillars to achieving the organizational quality, among which disruption resilience and agility constitute the key features of the contemporary paradoxical leaders. Latest tendencies of the WEF, which principally reflect the fundamental reset from the ‘Great Reset Initiative’ (WEF, January, 2021), towards ‘Navigating Global Challenges’, (WEF, January, 2024) is a prior indicator of paradoxical understanding of critical transformative challenges, aimed at increased commitment and accountability, reflecting on one hand the behavioral changes, alongside with empowerment and employee engagement, connected to the competitiveness changes, on the other hand. Purpose of study Fundamental purpose of this methodological-empirical study is placed at building up and validating, through designed Questionnaire, the mutual causality among pillars of organizational stability within the ‘human-centered management’, specifically disruption resilience and agility, with the critical behavioral employee orientations, particularly with the accountability and effective employee engagement, both of them tested within the process of managing ‘progressive business models’. In this context, corrective variables in the modelling phase would be paradoxical implications of disruptive innovations, focused on establishing the social concept of ‘responsible enterprise’. Research method Principal research hypothesis in this scientific-research paper is determined as: Identifying and measuring the degree of causality between human-centered management pillars in relation to behavioral and competitive changes, through socially responsible behavior. Designed Questionnaire would be applied to representative sample of 50 SME’s, 25 from Japan and North Macedonia, which would be subject to holistic qualitative analyzes.Findings Expected findings from this scientific-research paper are identified as: • Progressive identifying, analyzing, validating and modelling of contemporary, critical- to-quality organizational pillars, with the research focus on representative sample of 50 Macedonian and Japanese businesses, at paradoxical harmonization of behavioral and competitive changes, i.e.: 1) commitment and accountability, as well as, 2) empowerment and employee engagement. • Developing a pathway for a holistic, transformative and integrated application of progressive business models, for dynamic understanding of the milestone of advanced excellence, i.e. the focus of the managers as leaders of changes. Theoretical Contribution The prevalent impornatce and applicability of the Cabality Management Development Process (Beaulieu & LeBlanc, 2012), would be analyzed within the fundamental determinants of advanced managing of progressive business models (O’Higgins Eleanor & Laszlo Zsolnai Ed., 2018), particularly from the view-point of socially responsible actions and sustainable development models. It would encounter our immense scientific-research focus, the process of identifying the comparability of empirical research findings out of advanced Japanese businesses with the tendencies arising within the EU, in order to detail the intended managerial steps for a proper and vivid managing in times of dynamic paradoxes in North Macedonia. Practical Implications Applicative importance of the entire empirical reseach analyses within this paper would lead to the following expected practical implications: • Statistically developed and sustained research findings, from methodological and empirical point of view, which leads to an accomodated, inter-related and integrated modalities of behavioaral and competitive changes, • Clearing-up the mutual dependence among capability-based management model in comparison with the socially-responsible model for managing sustainable and pro- active businesses. References 1. Cronin J. Mary, Dearing C. Tiziana Editors (2017), Managing for Social Impact: Innovations in Responsible Enterprises, Springer International Publ. AG, Switzerland 2. Lepeley Maria-Teresa (2017), Human Centered Management: 5 Pillars of Organizational Quality and Global Sustainability, Greenleaf Publishing Limited, UK, 3. O’Higgins Eleanor & Laszlo Zsolnai Ed. (2018), Progressive Business Models: Creating Sustainable and Pro-social Enterprise, Palgrave Studies in Sustainable Business in Association with Future Earth, 4. Young F. Stephen, Lisa A. Steelman, Matthew D. Pita & James Gallo (2020), Role- based engagement: scale development and validation, Journal of Management & Organization, pp. 1 – 21 etc. - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Contemporary Managerial Analysis Of Multi-Stakeholder Perspective In Human Resource Management: Towards A New Conceptual Framework(Journal of Contemporary Management Issues, 2023-12-20); ; The aim of the paper is to enhance the understanding of strategic human resource management (SHRM) as a concept by identifying the factors that impact its adoption in organizations and the potential outcomes, thus creating a comprehensive framework. This paper has been designed as an integrative literature review that attempts to answer the following research questions: What are the predictors of the adoption of a multi-sta keholder perspective in human resource management and what are the expected outcomes of implementing strategic human resource management in terms of value creation? In addition, the paper aims to answer the following questions: How do strategic changes influence the adoption of the multi-stakeholder perspective in human resource management (or the strategic human resource management processes) and is there a causality between them? To explain the interconnectedness between strategic changes and human resource manage ment, the authors propose a conceptual framework for the multi-stakeholder perspective in human resource management or a new model for strategic human resource management. The proposed conceptual model provides a more comprehensive view of strategic human resource management. The key elements of the propo sed strategic human resource management model are the CEO leadership characteristics, including CEO career diversity and CEO willingness to adopt the authentic leadership approach, and the possible consequences of SHRM in achieving higher organizational effectiveness (improved organizational performance). This model also assumes that employee engagement plays a mediating role between strategic human resource management practices and organizational effectiveness. This paper provides an integrative literature review on the adoption of the multi-stakeholder perspective in human resource management and creates a new conceptual framework for strategic human resource management - Some of the metrics are blocked by yourconsent settings
Item type:Publication, AN OVERVIEW ON MANAGING CHANGES FOR BANK RISKS IN TIMES OF FINTECH (R)EVOLUTION: A CHALLENGE OR OPPORTUNITY?(Faculty of Economics-Skopje, SS. Cyril and Methodius University in Skopje, 2020-11-14)