Strategic management changes: Evidence from Commercial Banks of Kosovo

• Author: Qemajl Sejdija - Ardian Berisha
• Position: European University of Tirana
• Pages: 311-317

European Journal of Economics, Law and Social Sciences

IIPCCL Publishing, Graz-Austria

Vol. 1 No. 1

January 2017

ISSN 2519-1284

Acces online at www.iipccl.org

311

Strategic management changes: Evidence from Commercial Banks of Kosovo

Qemajl Sejd a

European University of Tirana

Ardian Berisha

European University of Tirana

Abstract

We live in a time of change in every strategic fi eld. Change is the more sustainable, widespread

and powerful challenge, for managers in every type of organization and in all geographic

areas. Change of strategic management focuses on the organization to ensure a successful

implementation and transformation.

The involvement of the banks on the strategic management changes has a positive impact

on the bank’s success. According to the results of the analysis of all the factors of the change

process are equally important for its successful implementation; some may be more important

than others in certain contexts.

Managers during the planning process of change should pay a ention to the improvement or

creation of systems of remuneration that support the implementation of change. Connection

of objectives to reward systems change would be a good choice for managers. This means

the use of incentives or rewards to those who contribute to achieving the objectives of the

change. The use of systems of remuneration related to the objectives of the change promotes

the involvement of di erent groups.

Also, managers should pay greater a ention to the participation in the dra ing of the vision

and strategy. If people become part of this process it is easier for them to accept change and to

dedicate themselves to achieving the objectives of the change.

Keywords: Strategic management, changes, organization, e ectiveness.

Introduction

Today, change is everywhere. Even more static organizations change. Looking at the

speed at which this change is happening, strategic challenge remains the management

of this change. Pressure for change will continue to grow. According to Ko er (1996)

the change will occur faster in the business environment in the future and the pressure

on organizations to transform will increase. However, a high percentage of e orts

to change fail in achieving their goal. So naturally arise the question: what are the

factors that lead to successful change?

The main goal of this paper is to show the factors that infl uence the success of the

change in business organizations in Kosovo. In most models of the change process,

di erent authors defi ne the activities and factors in the form of recommendations for

successful implementation of the change, but there are very few empirical studies

that prove these links. The study aims to determine how related are these events /

factors to successful change. However, following these pa erns does not necessarily