L20 - Firm Objectives, Organization, and Behavior: GeneralReturn

The digital transformation (DT) process, which has been experienced intensely recently, can radically change all business processes, models and structures of organizations. Change and transformation, which are focused on efficiency and productivity, also trigger stress from time to time. Public institutions are also adopting DT processes. In this study, the relationship between technostress faced by organization employees in the DT process and employee performance is examined. The mixed method is used in the study. As a sample, 351 central career experts working in primary units of public institutions are selected, and the data are analysed using IBM SPSS 25 and MAXQDA 20 software. As a result of the study, it is seen that the perspective on DT affects employee performance and technostress in a positive way, and that employees' technostress levels negatively affect employee performance. Besides, according to the findings of the qualitative research method, the concepts of hardware and software, technological infrastructure, the attitude of senior management, resistance to transformation, education and ability to use technology, workload, complexity and uncertainty, speed, satisfaction, motivation, continuity, quality and work-life imbalance are listed as influential factors.
Implications for Central European audience: The findings reveal that by focusing on DT, technostress can be reduced, and thus employee performance can be increased. Employees can improve their DT skills, which will also positively affect their performance. It has also been stated that in 2021, Turkey would rank 16th in the European Union digital agenda e-government title and has digital government services similar to Central European countries. It shows that the positive and negative aspects of DT can be similar for employees.

Intensive attention has been devoted to strategic management recently as it is one of the tools which is capable of leading the enterprise to succeed in the long term. In spite of this, it is mostly connected with big organisations. Managers underestimate SMEs often and do not apply the strategic management methods in the way they could. Using strategic management in small enterprises is not sufficiently described in the professional literature. The target of this article is to determine the level of strategic management in SMEs by means of the created LSM (level of strategic management) indicator. Data were found out for 156 enterprises through the questionnaire. Based on the professional literature and similar studies, nine main principles were selected influencing the level of strategic management in the enterprise (the enterprise has the strategy, the strategy is defined in the written form, the strategy is elaborated in detail into plans, the enterprise analyses the external environment, internal environment, the enterprise fixes and checks achieving the enterprise’s goals, the enterprise knows the value of the product for the customer assuring its competitiveness; the enterprise follows and evaluates the result indicators and the enterprise decides based on the forecast of the future market development). As a strategically managed enterprise, such enterprise was evaluated having acquired 12–15 points; this criterion was fulfilled by 74 enterprises (47%). On the contrary, a not strategically managed enterprise is the enterprise that acquired seven or fewer points (in total 38 enterprises).
Implications for Central European audience: Strategic management is a tool that leads a company to long term prosperity. Strategically managed companies have a well-thought-out business plan based on a long term competitive advantage. They create better value for customers, know their surroundings and react more flexibly to changes. Within the practical applications of the paper, emphasis is placed on simplifying and making strategic management accessible to SMEs. Based on the LSM indicator, each company can verify whether it’s strategically managed or not and find out where it has shortcomings. These can then be eliminated, and the company can become strategically managed with all its advantages.

This paper extends the concept of organizational project management maturity to the national context. Based on a review of the extant literature and a thorough analysis of existing organizational maturity models, it develops a systematic framework of national project management maturity and the national project management maturity model (NPM3), by defining maturity levels, identifying key maturity perspectives and drivers, and discussing key performance indicators that may be used to assess and compare national project management maturity. Practical implications, limitations, and the need for further research are discussed.