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. Harper & Row, New York. Ducker, P.F. (1967). The effective decision. Harvard Business review , 45(January – February) 92 – 98. Eisenhardt, K.M. (1989). Making fast strategic decisions in high velocity environments. Academy of Management Journal, 32(3), 543 – 576. Gilmore, A. (1998). Quality in management decision making within a changing context. Journal of Management Development , 17(2), 106 – 120. Guillemette, M.G., Laroche, M., and Cadieux, J. (2014). Defining decision making process

agility performance: Mediating role of supply chain integration. International Journal of Production Economics, 205, 118-138. Mayeh, M., Ramayah, T., & Mishra, A. (2016). The role of absorptive capacity, communication and trust in ERP adoption. Journal of Systems and Software, 119, 58-69. Păunescu, C., Popescu, M., & Duennweber, M. (2018). Factors Determining Desirability of Entrepreneurship in Romania. Sustainability, 10(11), 3893. Paunescu, C., 2009. Managing process performance and quality for sustainability in the service organizations. Amfiteatru Economic Journal

. Procedia CIRP, 30, pp.78-83. Navío-Marco, J., Solórzano-García, M., Matilla-García, M., & Urueña, A. (2016). Language as a key factor of long-term value creation in mergers and acquisitions in the telecommunications sector. Telecommunications Policy, 40(10-11), 1052-1063. Păunescu, C. (2009). Managing process performance and quality for sustainability in the service organizations. The Amfiteatru Economic Journal, 11(26), 323-329. Paunescu, C. (2014). Current trends in social innovation research: social capital, corporate social responsibility, impact measurement

., & Parfyonova, N. M. (2012). Employee commitment in context: the nature and implication of commitment profiles. Journal of Vocational Behavior, 80 (1), 1-16. Milanovic Glavan, Lj. (2011). Understanding process performance measurement systems. Business Systems Research , 2(2), 25-38. Palmer, B. (2004). Overcoming resistance to change. Quality Progress, 37 (4), 35-40. Pritchard, J. P., & Armistead, C. (1999). Business process management – lessons from European business. Business Process


The strengthening of professional identity (PI) of teachers of higher education institutions (HEI) is one of the ways to improve the quality of educational process. Performance of professional role(s) can be identified as the key component of PI. The contemporary university teacher performs many professional roles: she/he is a lecturer, researcher, supervisor of students’ research works, expert, and so on. Multi-role activity of a teacher is considered as a characteristic feature of the profession by the colleagues in Latvia, Russia and other countries. This research is based on the data obtained during the implementation of the Project ‘Professional Identity of Contemporary Pedagogue’ in 2014–2016 by the researchers from Riga (Latvia) and Smolensk (Russia). In the realization of the project, the six-component structural model of the content of HEI teacher’s PI was created and the survey was carried out using the questionnaire ‘HEI Teachers’ Professional Identity’ developed by the project participants. Overall, a total of 198 teachers were surveyed in Riga and Smolensk. The aim of this article was to analyze and compare the data obtained for the PI component ‘Professional Roles’ in the samples of HEI teachers of both the countries. The data were analysed using statistical methods. The results showed that teachers of both the countries perform their professional roles at a high level. Overall, the answers of teachers of the two countries were well agreed. However, some peculiarities in the data of Riga and Smolensk were observed, and some problems of PI of HEI teachers were identified, which require attention of executives of the education reform and teachers.

spatial policy as the heart of the diagonal public service. Administration, 60 (3), 141-58. Shannon, L., & van Egeraat, C. (2013). Regional governance and bottom-up regional development in the Border region and County Cavan. Administration, 61 (3), 75-101. Walsh, J. (1999, Autumn/Winter). The path to a national spatial strategy. Insite, 15-19. Walsh, J. (2013) The National Spatial Strategy: Rationale, process, performance and prospects. Administration, 60 (3), 13-41.

, process, performance and prospects. Administration, 60 (3), 13–40. Zipf, G. (1949). Human behavior and the principle of least effort . Cambridge, MA: Addison-Wesley.

, process, performance and prospects. Administration, 60 (3), 13–40.

Development. United Nations Advisory Meeting of the Department of Economic and Social Affairs Division for Public Administration and Development Management, 52 p Retrieved from Malmelin, N. (2007). Communication capital. Modelling corporate communications as an organisational asset. Corporate Communications: An International Journal, 12(3), 298 - 310. McLean, G. N. (2006). Organization development: priciples, processes, performance. San Francisco: Berrett- Koehler. Meschi, E., & Scervini, F. (2014). Expansion