20.500.12556/DKUM-95977 Krepitev dinamičnosti poslovanja podjetij spomočjo orodij projektnega managementa na primeru podjetja x Strengthening business dynamism of enterprises using project management tools in the case of company x V digitalni dobi, ko so nenehne spremembe postale povsem običajno stanje, je doseganje konkurenčnosti za podjetja še posebej velik izziv. Poslovna okolja podjetij so čedalje bolj negotova, turbulentna, čedalje bolj dinamična. Konkurenčnost je že dlje časa pomembno področje raziskovanja strateškega managementa. Skozi daljše časovno obdobje raziskovanja tega raziskovalnega področja so strokovnjaki razvili različne koncepte in teorije. Nekatere se osredotočajo na zunanje dejavnike, druge pretežno na notranje dejavnike konkurenčnosti. Najaktualnejša med njimi je teorija dinamičnih zmožnosti, ki zajema tako dejavnike zunanjega kot tudi notranjega okolja in ponuja odgovore na problematiko doseganja konkurenčnosti v razmerah spreminjajočega se okolja. Omenjeno dinamično okolje v podjetja prinaša bistveno večjo frekventnost strateško pomembnih sprememb in posledično večjo dinamičnost. Dinamičnim poslovnim razmeram morajo podjetja prilagoditi svoje notranje procese in organizacijsko strukturo ter obnašanje v okolju. Podjetja, ki se tem okoliščinam ne bodo sposobna prilagoditi, bodo izgubljala poslovno uspešnost oziroma konkurenčnost. Podjetja dosegajo konkurenčne prednosti z uresničevanjem strategij svojega razvoja, kar je možno uresničiti s projekti. Mnoga podjetja v praksi projektov ne usklajujejo s strategijami, kar lahko privede do dodatnih razvojnih problemov. Tradicionalni pristopi podjetij na področju strateškega in projektnega managementa z ločenimi planskimi procesi planiranja in izvajanja strategij v aktualnih razmerah niso več ustrezni, saj uvajajo spremembe v podjetja prepočasi, hkrati pa so preveč statični za obvladovanje vseh sprememb, ki nastanejo med izvajanjem strategij. V magistrski nalogi proučujemo aplikacijo teoretičnih dognanj o doseganju in ohranjanju konkurenčnosti podjetij, ki delujejo v dinamičnih okoljih. Pri tem se osredotočimo na dognanja teorije dinamičnih zmožnosti, na procese in organiziranost managementa ter na projektno usmerjen strateški management kot potencialni vir konkurenčne prednosti in orodje za krepitev dinamičnosti poslovanja podjetij. Dognanja apliciramo na primeru velikega slovenskega podjetja, ki smo ga zaradi ohranjanja poslovnih skrivnosti poimenovali Podjetje X. Na raziskovalno vprašanje, ali proces projektnega managementa ustreza definiciji dinamične zmožnosti, po pregledu znanstvene literature ugotovimo, da projektni management preko elementov projektne zrelosti, usposabljanj in deljenja znanja ustreza definiciji VRIN (Valuable, Rare, Inimitable, Nonsubstitutable) vira, v celoti pa definiciji dinamične zmožnosti ne ustreza. Kot dinamična zmožnost je prepoznan proces managementa portfelja projektov, in sicer preko njegove vloge, da oblikuje, prerazporeja in alocira vire v podjetju kot odziv na spremembe iz dinamičnega okolja. Drugo in tretje raziskovalno vprašanje je vezano na empiričen del naloge, kjer smo preučili procese spremljanja okolja podjetja ter procese oblikovanja in izvajanja strategij. Pri preverjanju, ali je proces zaznavanja strateško pomembnih sprememb v okolju podjetja enoten v vseh poslovnih enotah preučevanega podjetja, ugotovimo, da se del procesa zaznavanja sprememb izvaja na korporativni ravni, del pa na ravni strateških poslovnih področij (SPP). Za spremljanje okolja vseh SPP v analiziranem podjetju uporabljajo enoten inštrumentarij, intenziteta in kakovost proučevanja okolja pa je odvisna od velikosti in uspešnosti SPP. V proučevanem podjetju procesi planiranja, oblikovanja in izvajanja strategij potekajo zaporedno, še vedno so prisotni elementi planskega pristopa, projekti s prvimi identifikacijami pa se praviloma sprožajo šele po sprejeti strategiji. In the digital age, where constant change has become a completely normal state, achieving competitiveness is an especially significant challenge for businesses. Business and other companies’ environments are increasingly uncertain, turbulent and dynamic. Competitiveness has long been an important area of research in strategic management. Over a longer period of research in this field, experts have developed various concepts and theories. Some focus on external factors, others predominantly on internal factors of competitiveness. The most current among them is the theory of dynamic capabilities, which encompasses both external and internal environmental factors and offers solutions to the issue of achieving competitiveness in the changing conditions of the environment. The mentioned dynamic environment brings a significantly higher frequency of strategically important changes to companies and consequently greater dynamism. Companies must adapt their internal processes and organizational structure to these dynamic business conditions. Companies which are not capable of adapting to these circumstances will lose business performance or competitiveness. Companies achieve competitive advantage by implementing their development strategies, which can be realized through projects. In practice, many companies fail to align their projects with strategies, which can lead to additional development problems. Traditional approaches to strategic and project management with separate processes for strategy formulation and implementation are no longer adequate in current conditions, as they introduce changes in companies too slowly and are too static to manage all the changes that arise during strategy execution. In this master's thesis, we examine the application of theoretical findings on achieving and maintaining competitiveness in companies, which are operating in dynamic environments. We focus on the findings of the theory of dynamic capabilities, on management processes and organization and strategic project management as a potential source of competitive advantage and a tool for enhancing business dynamism. We apply these findings to the case of a large Slovenian company, which we refer to as Company X in order to protect business confidentiality. In addressing the research question of whether the project management process meets the definition of dynamic capability, a review of scientific literature reveals that project management, through elements of project maturity, training and knowledge sharing meets the definition of a VRIN (Valuable, Rare, Inimitable, Nonsubstitutable) resource, but does not fully meet the definition of a dynamic capability. The portfolio management process is identified as a dynamic capability due to its role in shaping, reallocating and allocating resources within the company in response to changes in a dynamic environment. The second and third research questions are related to the empirical part of the thesis, where we examined the processes of monitoring the company environment and the processes of strategy formulation and implementation. When verifying whether the process of detecting strategically important changes in the company's environment is uniform across all business units of the company under study, we found that part of the change detection process is carried out at the corporate level and part at the SBU level. All SBUs in the analyzed company use a unified set of tools for environmental monitoring, but the intensity and quality of environmental analysis depend on the size and success of the SBU. In the studied company, the processes of planning, formulating and implementing strategies take place sequentially and elements of the planning approach are still present. Projects are typically initiated only after the strategy has been adopted. konkurenčnost dinamične zmožnosti dinamičnost poslovanja projektni management portfelj projektov študija primera dynamic capabilities business dynamism project management project portfolio case study competitiveness true true false P. Meglič] Slovenski jezik Angleški jezik Magistrsko delo/naloga 2025-11-17 20:17:09 2026-02-26 13:48:50 2026-02-27 03:17:40 0000-00-00 00:00:00 2025 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 005.8 267439875 MAG_Meglic_Peter_2025.pdf MAG_Meglic_Peter_2025.pdf 1 432A21F488273EFD83679964B8635329 ff7bac1dddfb5fc09ba59d712a6b2d2a6115b7306ae93acd4898bd7a11c56e83 8927aa55-d283-11f0-b6de-00155d000105 https://dk.um.si/Dokument.php?lang=slv&id=201183 Ekonomsko-poslovna fakulteta 0 0 0