MANAGING PROGRESSIVE BUSINESS MODELS IN FUNCTION OF INCREASED ROLE-BASED ENGAGEMENT AND ACCOUNTABILITY, EMPIRICAL ANALYSIS OF JAPAN AND NORTH MACEDONIA

Abstract

Theoretical 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.