Influence of market orientation and stakeholder management on the performance of Croatian cities
The implementation of market orientation plays a valuable role in the complex public sector, because it enables numerous entities responsible for the development of different levels of public administration to respond more efficiently to the demands of its users and other stakeholders. The current f...
| Permalink: | http://skupnikatalog.nsk.hr/Record/nsk.NSK01001108524/Details |
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| Matična publikacija: |
Management (Split. Online) 25 (2020), 2 ; str. 41-66 |
| Glavni autori: | Širola, Davor (Author), Mihanović, Zoran |
| Vrsta građe: | e-članak |
| Jezik: | eng |
| Predmet: | |
| Online pristup: |
https://doi.org/10.30924/mjcmi.25.2.3 Hrčak |
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| 001 | NSK01001108524 | ||
| 003 | HR-ZaNSK | ||
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| 008 | 210728s2020 ci d |o |0|| ||eng | ||
| 024 | 7 | |2 doi |a 10.30924/mjcmi.25.2.3 | |
| 035 | |a (HR-ZaNSK)001108524 | ||
| 040 | |a HR-ZaNSK |b hrv |c HR-ZaNSK |e ppiak | ||
| 041 | 0 | |a eng |b eng |b hrv | |
| 042 | |a croatica | ||
| 044 | |a ci |c hr | ||
| 080 | 1 | |a 35 |2 2011 | |
| 080 | 1 | |a 659 |2 2011 | |
| 080 | 1 | |a 339 |2 2011 | |
| 100 | 1 | |a Širola, Davor |4 aut | |
| 245 | 1 | 0 | |a Influence of market orientation and stakeholder management on the performance of Croatian cities |h [Elektronička građa] / |c Davor Širola, Zoran Mihanović. |
| 300 | |b Graf. prikazi. | ||
| 504 | |a Bibliografija: 82 jed. | ||
| 504 | |a Summary ; Sažetak. | ||
| 520 | |a The implementation of market orientation plays a valuable role in the complex public sector, because it enables numerous entities responsible for the development of different levels of public administration to respond more efficiently to the demands of its users and other stakeholders. The current fragmented territorial structure and low level of decentralization reduce the developmental potential of local administrations in Croatia. However, these obstacles do not relieve the Croatian local administration of their responsibility to fulfil their social mission. The empirical measurement of quantitative and qualitative indicators in Croatian city administrations have determined a medium level of their market orientation. The results of correlation analysis have revealed a statistically significant difference between market orientation levels towards each of the nine analyzed groups of stakeholders. As presumed, the city administrations exhibit the highest market orientation level toward citizens. Additionally, the research has confirmed the positive influence of higher multiple stakeholder market orientation of city administrations on their subjectively measured performance. These results should be observed and assessed, taking into account the fact that the Republic of Croatia does not prescribe a legal obligation to monitor the city administration performance nor directly encourages it. | ||
| 520 | |a Implementacija marketinške orijentacije ima važnu ulogu u složenom javnom sektoru, budući da omogućava brojnim subjektima, odgovornim za razvoj različitih razina javne uprave, da efikasnije odgovore na potrebe svojih korisnika i ostalih dionika. Postojeća fragmentirana teritorijalna struktura te niska razina fiskalne i upravljačke decentralizacije slabe razvojni potencijal lokalne samouprave u Hrvatskoj, ali ne oslobađaju hrvatske gradske uprave odgovornosti ispunjavanja svoje društvene misije. Empirijskim istraživanjem kvantitativnih i kvalitativnih pokazatelja u hrvatskim gradskim upravama utvrđena je srednja razina njihove marketinške orijentacije. Rezultati korelacijske analize pokazali su statistički značajne razlike u marketinškoj orijentaciji prema svakoj od devet analiziranih skupina dionika. Slijedom očekivanja, gradske uprave iskazuju najveću marketinšku orijentiranost prema građanima. Pored toga, istraživanje je potvrdilo pozitivan utjecaj više razine marketinške orijentacije gradskih uprava prema višestrukim dionicima na njihove subjektivno mjerene performanse. Ove rezultate treba promatrati i procjenjivati, imajući u vidu činjenicu da Republika Hrvatska zakonski ne obvezuje, niti izravno potiče praćenje performansi gradskih uprava. | ||
| 653 | 0 | |a Gradska uprava |a Marketing |a Marketinška orijentacija |a Tržišna orijentacija | |
| 653 | 5 | |a Hrvatska | |
| 700 | 1 | |a Mihanović, Zoran |4 aut | |
| 773 | 0 | |t Management (Split. Online) |x 1846-3363 |g 25 (2020), 2 ; str. 41-66 |w nsk.(HR-ZaNSK)000620258 | |
| 981 | |b Be2020 |b B04/20 | ||
| 998 | |b dalo2109 | ||
| 856 | 4 | 0 | |u https://doi.org/10.30924/mjcmi.25.2.3 |
| 856 | 4 | 0 | |u http://hrcak.srce.hr/247331 |y Hrčak |
| 856 | 4 | 1 | |y Digitalna.nsk.hr |