Ivana Kovačević

Artificial intelligence is increasingly reshaping leadership practices and organizational decision-making, yet its implications for innovation outcomes remain insufficiently understood. Existing research largely assumes that AI-driven leadership enhances innovation while paying limited attention to its effects on the human capabilities required to sustain innovation quality. This study examines whether AI-driven leadership creates an innovation paradox in which increased innovation activity is accompanied by declining innovation quality. Cross-sectional self-reported data were collected from 2990 employees working in digitally intensive organizational environments. A split-sample EFA–CFA validation procedure was applied, and the proposed framework was tested using structural equation modeling. AI-Driven Leadership was positively associated with Innovation Activity and Human Capital Erosion. Human Capital Erosion was negatively associated with Innovation Quality, while Innovation Activity was also negatively associated with Innovation Quality. Mediation analysis indicated a substantial indirect association between AI-Driven Leadership and Innovation Quality through Human Capital Erosion. Organizational Learning Erosion did not significantly influence Innovation Quality and did not mediate the proposed relationships. The findings suggest an innovation paradox whereby AI-driven leadership is associated with higher innovation activity while simultaneously being associated with greater human capital erosion, potentially reducing innovation quality. Accordingly, preserving human capital may be important for sustaining innovation quality in AI-enabled organizations.

Purpose: This study aims to address a critical gap in project management literature by identifying the preferred methods for developing behavioral project management competencies (BPMC). While BPMC are essential for successful project execution, little empirical evidence exists on how these competencies are best developed from the perspective of practicing professionals in project management, especially comparing generations. Design/methodology/approach: The research is based on a two-phase approach. First, a systematic literature review (SLR) was conducted following PRISMA 2020 guidelines to identify and synthesize studies focused on project management competencies development methods. Second, an empirical study was carried out using a structured questionnaire distributed across 72 countries. The survey included 988 participants from four generational cohorts, evaluating their preferences for five common BPMC development methods. Statistical analysis, including mixed ANOVA, was employed to examine generational differences and method preferences. Findings: The findings reveal a clear practitioner preference for mentoring/coaching and on-the-job training as the most effective methods for developing behavioral competencies. Traditional lectures, e-learning and simulations were consistently rated lower across all generations. Preferences showed remarkable consistency among Baby Boomers, Generation X, Generation Y and Generation Z, indicating a shared understanding of the value of experiential and socially grounded learning. Originality/value: This study empirically explores BPMC development methods using a large, diverse and globally distributed sample. It not only fills a decade-long empirical gap in literature but also offers practical insights for educators, HR professionals and project management associations aiming to align training methods with real-world needs.

The aim of this study is to examine the impact of personality traits on students’ intention to accept the SAP S/4HANA business software. Grounded in the Big Five Factor (BFF) model of personality and the Technology Acceptance Model (TAM), the research analyzed the role of individual differences in students’ learning performance using this ERP system. The study was conducted on a sample of N = 418 first-year students who underwent a quasi-experimental treatment based on realistic business scenarios. The results indicate that conscientiousness emerged as a positive predictor, while agreeableness demonstrated negative predictive value in learning SAP S/4HANA, whereas neuroticism did not exhibit a significant effect. Moderation analysis revealed that both Perceived Usefulness and Actual Usage of technology moderated the relationship between conscientiousness and SAP learning performance, enhancing its predictive strength. These findings underscore the importance of individual differences in the process of SAP S/4HANA acceptance within an educational context and suggest that instructional strategies should be tailored to students’ personality traits in order to optimize learning outcomes.

The global rise in intentional non-adherence to medical advice and the use of traditional, complementary, and alternative medicine poses a burden on public health and national economies. In a large-scale, preregistered study, we found that these two types of questionable health behaviours were positively associated in 32 out of 33 countries and that nearly all of the 15,218 participants had engaged in at least one such behaviour during their lifetime. Both behaviours were consistently predicted by psychological factors—especially negative healthcare experiences and a set of epistemically flawed beliefs including conspiracy, magical health, and extrasensory perception beliefs, along with the personality trait disintegration — with effect sizes often larger than previously reported. Predictiveness of these individual-level factors outweighed that of national health system characteristics. Our findings suggest that health systems should build trust, improve patient experience, and screen for individuals vulnerable to unfounded beliefs that can undermine evidence-based health decisions.

A myriad of diverse factors affect the contemporary business environment and all business areas, causing organisations to innovate new business models, or to use innovations to navigate the complexity of contemporary HRM practice successfully. Despite the plenitude of notable studies, a particular theoretical gap exists regarding the innovation’s impact on particular HRM practices and on understanding how multiple-criteria decision-making (MCDM) methods can be effectively applied in the context of human resource management (HRM) to address important aspects of successful practices and prioritise the considered alternative solutions. Recognising the potential of the MCDM field highlighted the possibility of involving the MCDM methods in detecting the most influential and innovative HRM practices and defining the rank of companies that are most successful in applying them. The innovative MCDM approach proposed here utilises the CRITIC (CRiteria Importance Through Intercriteria Correlation) method and PIPRECIA-S (Simple PIvot Pairwise RElative Criteria Importance Assessment) method for prioritising innovative HRM practices, and the COBRA (COmprehensive Distance Based RAnking) method for assessing the companies under evaluation. The research, which involved 21 respondent experts from the HRM field and 12 companies from the Republic of Serbia, revealed that employee participation is the most significant innovative HRM practice that yields the best results in the contemporary business environment. Consequently, the first-ranked company most successfully met the requirements of the innovative HRM practices presented.

The aim of this experimental research was to explore if the future HR managers are susceptible to the base rate neglect (BRN) bias and if the visual presentation of the base rates improves their reasoning. The BRN bias is a tendency to disregard a priori probabilities that are explicitly given for the class of observed objects. In this study, BRN is seen as the case of decision-making bias in the work-related context. Although it is inevitable part of the decision-making processes concerning employees`, the topic is not sufficiently studied. A total of 65 participants, enrolled in the master studies of HRM, were subjected to 4 different types of BRN tasks, in which five different HR activities were described. They were varied within subjects, representativeness of description, and format of base rate. Within each task there were five different situations that make 20 tasks in total. The two-way repeated-measures ANOVA revealed that the proportion of biased answers was significantly higher on the representative tasks when the tasks presented visually, with no interaction between representativeness and format of task. Results are in line with previous studies that observed an effect of BRN on decision-making process. Yet, unexpectedly, visual presentation of base rates did not facilitate unbiased reasoning implying that some other form of presentation might be more appropriate for the task.

Today’s organizations are highly responsive to external changes, which they also demand from their employees. All employees need competencies to respond to Industry 4.0, the green business economy, and post-COVID-19 work circumstances and to manage sustainable careers. One way of doing so is to take active part in reskilling projects and be ready for a career shift, which we believe can be foreseen in people’s devotion to sustainable careers and can ensure the sustainability of the whole reskilling project. With the presumption that the concept of sustainable careers can be captured in terms of the concept of readiness for a career shift, this study aims to explore the potential of the scale of readiness for career shifts to predict participants’ success in reskilling projects (in the context of IT professions). The research was conducted on 336 candidates who applied for Java and PHP programming positions and had no previous knowledge or experience in the field. The results show that the scale of readiness for career shifts has acceptable metric characteristics, and canonical discriminant analysis confirmed that the overall score can be used to predict outcomes in the reskilling project, while predictions based on single indicators were rather ambiguous. Therefore, the scale can be used as a tool in the process of selecting reskilling candidates (at least in professional transitions in the domain of IT), but further research on the topic might shed more light on the concept.

The sharing economy paradigm inspires changes in various work-related domains by imposing the values of social cohesion, collaborative lifestyle and sustainability. The embodiment of this value system is seen in the evolving trend of co-working space. In order to investigate the relation between the perception of the presence of these specific values in office spatial features and the capacity of the workspace to satisfy the psychosocial needs of occupants, we conducted research on 81 employees working in different office types. It was found that employees recognize availability, collaboration, ability to create networks and openness, as more represented values and satisfaction with personalisation and territoriality more linked with them Results also show that there is a correlation between perceived values and workspace satisfaction with the focus on the needs for status congruency that becomes more emphasized in traditional shared offices along with the identification needs, which becomes the challenge for modern co-working offices.

Organizational digital develo pment requires new competencies from managers. The aim of the research was to establish the relation between the assessed level of the companies` digitalization and the assessment of the required level of digital competencies for managers in different managerial positions (operational, middle, and executive). The respondents included 97 professionals employed in a human resource department who filled an online scale the digital development level in companies and a modified scale based on the European digital competence framework. The results show that the higher assessment of the organizational digital development predicts the higher level of required digital competencies, regardless the managerial position, followed by the main effect of the managerial position on the required level of digital competencies, with no differences in competency domains. They indicate the importance of the organizational setting in the context of the expected digital competency, as well as the existing differences in the level but not in the domain requirements for competencies related to the managerial position. Findings should be interpreted in the context of the limitations stemming from the sample and the fact that both assessments were carried out by the same respondents who might not be the experts in organizational digital development.

The possibility to prevent employees` turnover intentions are important issue for organizations but it is not easy without identifying risk factors. HR analytic methods are seen as the valuable tools for extracting and weighting predictors of employees` withdrawal behavior. This paper ilustrates the potential of analytic hierarchy process method for identifying key predictors of voluntary turnover intentions. The analysis is conducted on 665 production employees using five criteria: work satisfaction, work characteristics (job motivating potential), intrinsic motivation, life aspirations and needs, from the most to the least weighted. Two parementers were included, sector where employees work and their shift. Results indicate the sectors and shift employing people with highest risk of turnover demonstrating the effectivness of using AHP method for the purpose. As previous studies that uses HR analytics tools in the domain mainly operated with demographic and general employees` data, while more orthodox HR approaches focus on direct effect of job satisfaction, we offered the combination of those two. We imply that the integration of more subjective data collected directly from employee, might be integrated in the overal personnel database and available for processing with HR analytic tools.