The purpose of this paper is to present the adapted model per phases of the creative problem solving (CPS) process, where multi-criteria decision making (MCDM) methods are used in the decision-making phase. Also, to adapt and complete the steps of the six-question technique, in order to establish the criteria's importance. The framework procedure of MCDM, together with the Dialectical Systems Theory's guidelines when solving complex problems has already been introduced. The procedure was well-verified in practice, but lacked the support of creative qualitative techniques in defining problems, and in generating and choosing alternatives. To eliminate this deficiency, in terms of prescriptive approach, the authors adapted the phases of the CPS process, where MCDM methods are used when choosing alternatives, and completed the steps of the six-question technique to establish the criteria weights. The discrete Choquet integral was used to consider interactions among criteria. The article shows that creative approaches are not limited to merely problem definitions and problem structuring. They can also be used in typically analytical steps in the framework procedure. The completed and adapted phases of the CPS process can allow the mutual assistance of creative and decision-making methods when solving problems - a step forward to holism.This article develops and introduces the use of the six-question technique, in the establishment of criteria weights. The innovative aspect of this article is that it adapts and completes the CPS process so that MCDM methods can be used when choosing alternatives. It extends the use of creative approaches to typically analytical steps of MCDM, where synergies and redundancies among criteria are considered.
COBISS.SI-ID: 11303196
The purpose of this paper is to provide a new non-technological innovation to manage socio-economic crises. Economic theory, which is one-sided and fails, cannot manage these crises; the model suggests that crises should be solved using social responsibility (SR), human requisite holism (RH), and well-being (WB). Design/methodology/approach - A qualitative analysis using SR, Human RH, and WB as well as dialectical systems theory is applied. Field research involved Slovenian mid-sized enterprises. Findings - The current global socio-economic/environmental crisis reflects decision-makersʼ one-sidedness and resulting oversights. SR supports their holism and honesty and fights their abuse of impact. SR can help solve crises by reducing human one-sidedness better, if SR is upgraded with increasing WB, not welfare alone. Both SR and WB support RH behavior. The innovative synergy between WB and SR leads to a solution of crises. Dialectical systems theory supports WB and SR. Research limitations/implications - The hypothesis is researched to the greatest extent possible, with qualitative analysis in desk and field research. Practical implications - Findings support new requisitely holistic approach to managing socio-economic crises in politics and business. Originality/value - Available literature offers no similar concept.
COBISS.SI-ID: 11323932
In recent decades, business conditions have changed dramatically. In the global competitive environment, enterprises as business systems (BSs) can survive in the long term by permanently improving their business. Usually, BSs have limited resources and they face hard conditions; but they can significantly improve their business results if they manage their business operations better. The new challenges require a thorough innovation of management in general, including operations management (OM) as management of their own business operations. Generally, we can define OM as a synergetic entity of the design, operations, and improvement of the internal and external organizational, technical, informational, resources, and other systems that create product and service combinations in any type of enterprise. But in theory and business practice, we can find different approaches to research on OM and different definitions of OM. Therefore, the main interest-based and science-based dilemmas of modern OM include the questions of how to more holistically define OM and how to more holistically understand different definitions of OM. We see a possible solution to these dilemmas in a requisitely holistic consideration of the simultaneous existence of different understanding of OM for different purposes.
COBISS.SI-ID: 11161372
The article introduces the Quantified Dialectical Systems Theory, which is one of the cases of new systems theories. It arises from the need for the appropriate knowledge about the basics of both systems theory and the applied computer supported qualitative and quantitative methods that can help individuals or groups in researching important complex decision-making problems; among them we emphasize the multi-criteria decision-making (MCDM) ones. Moreover, the article presents the framework procedure for MCDM, based on assigning weights, which we developed by following the original procedures of several MCDM methods, adapted mainly by the conclusions of experts in practice regarding the suitability of different multi-criteria methods, and own experience. We demonstrate how the Dialectical Systems Theory's (DST's) guidelines defining the subjective starting points can be followed when approaching MCDM problems step-by-step, as well as the DST's guidelines concerning implementation of starting points. In the efforts to support creating and decision-making it helps a lot, if the application of theory can take place in an informal style. This article introduces ways of incorporation of informal systemic thinking and the DST's guidelines in the framework procedure for MCDM when solving several real-life complex problems, presented by example cases.
COBISS.SI-ID: 10250268
Enterprise culture is judged by many acknowledged scientists and researchers now as a major determinant of any enterpriseʼs success. The present article shows the research cognitions on the impact of enterprise culture to the success of the enterprises observed. It investigates the impact of customer and employee oriented enterprise culture on market and financial performance of the enterprise. Results suggest that enterprises, which are more customer (externally) oriented, show better market performance as well as better financial performance. The cognitions also show that more employee (internally) oriented enterprises, show positive impact to their market as well as to their financial performance.
COBISS.SI-ID: 11184668