Strategic management changes: Evidence from Commercial Banks of Kosovo

AuthorQemajl Sejdija - Ardian Berisha
PositionEuropean University of Tirana
European Journal of Economics, Law and Social Sciences
IIPCCL Publishing, Graz-Austria
Vol. 1 No. 1
January 2017
ISSN 2519-1284
Acces online at
Strategic management changes: Evidence from Commercial Banks of Kosovo
Qemajl Sejd a
European University of Tirana
Ardian Berisha
European University of Tirana
We live in a time of change in every strategic 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.
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 in uence the success of the
change in business organizations in Kosovo. In most models of the change process,
di erent authors de 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

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