Vol. 59, No. 3 (2026)

DOI: https://doi.org/10.2478/orga-2026-0015

Methods: A structured literature review of pertinent articles published up to August 1, 2025, was conducted. The findings were used not to generate, but to provide empirical illustration and support for the pre-defined components of the proposed 3D model. A foundational set of 42 papers was identified, from which a curated evidence base of 26 exemplars was selected based on theoretical relevance.
Results: The literature provides strong evidence for all three dimensions. The evolution along the Resilience Axis (from brittle GUI to robust API) is well-documented. The Intelligence Axis is evidenced by the shift from rule-based bots to cognitive agents. The Scale Axis is shown in the move from discrete task automation to end-to-end process orchestration.
Conclusion: The 3D model is a robust framework for explaining the trade-offs in automation strategy. It contributes to theory by synthesizing multiple concepts into a new, comprehensive model and provides a diagnostic tool for practice.

Keywords: Robotic Process Automation (RPA), Enterprise Resource Planning (ERP), Conceptual model, Automation strategy, Digital evolution, Structured literature review

Srečko FELIX KROPE
University of Maribor, Faculty of Criminal Justice and Security, Ljubljana, Slovenia and

Faculty of Environmental Protection, Velenje, Slovenia

DOI: https://doi.org/10.2478/orga-2026-0016

Methods: The study is based on a quantitative survey conducted among police officers working in operational units across Slovenia. A total of 359 valid questionnaires were collected and analyzed. In addition, official police statistics on the use of firearms between 2014 and 2024 were examined to provide a broader contextual framework.
Results: The results indicate that police officers generally assess their knowledge of the legal framework governing firearm use as high and perceive the legislation as largely clear. However, a substantial proportion of respondents express doubts regarding decision-making in stressful and unpredictable situations. While most officers participate regularly in firearms training, many consider the frequency and practical orientation of such training insufficient, particularly with regard to scenario-based exercises and decision-making under stress.
Conclusions: The findings highlight a gap between formal knowledge and perceived operational readiness, suggesting the need for more frequent, realistic, and simulation-based training approaches. From an organizational perspective, continuous and practice-oriented training represents a key factor in ensuring lawful, safe, and effective use of firearms in police work.

Keywords: Policing, Use of force, Firearms, Police training, Decision-making, Survey research

Yllka AHMETI
Banka Ekonomike LLA, Prishtina, Kosovo

DOI: https://doi.org/10.2478/orga-2026-0017

 Keywords: ERP Adoption, Accounting Modernization, Financial Institutions, Transition Economies, Kosovo

Matevž OBRECHT
University of Maribor, Faculty of Logistics, Celje, Slovenia

Sonja MLAKER KAČ
University of Maribor, Faculty of Logistics, Celje, Slovenia

DOI: https://doi.org/10.2478/orga-2026-0018

Abstract

Background/Purpose: Strategic supply chain partnerships increasingly depend on the effective management of interorganizational relationships characterized by power asymmetries, behavioral dynamics, and trust. Although power, trust, and opportunistic behavior have been extensively studied, these constructs have largely been examined independently. This study addresses this gap by investigating the relationships among organizational power, Machiavellian behavior, and trust within strategic supply chain partnerships and by evaluating an integrated conceptual framework that combines structural, behavioral, and relational dimensions.
Methods: An exploratory quantitative research design was employed. Data were collected through an online survey administered to organizations operating within the supply chains of the Impol Group in Slovenia, Croatia, and Serbia. A total of 62 valid responses were analyzed. Reliability and validity of the measurement scales were assessed using Cronbach’s alpha, composite reliability, and average variance extracted. Descriptive statistics, correlation analysis, and simple linear regression were used to examine the relationships among the constructs.
Results: The findings indicate a positive relationship between organizational power and Machiavellian behavior, suggesting that organizations with greater bargaining power, stronger control over resources, and higher financial power are more likely to exhibit manipulative and opportunistic tendencies. Organizational power was also positively associated with trust. In contrast, Machiavellian behavior demonstrated no statistically significant relationship with trust. These results suggest that power may contribute not only to dependency and behavioral control but also to relationship stability and coordination within supply chains.
Conclusion: The study contributes to research on supply chain relationships by integrating power, Machiavellian behavior, and trust into a single framework. The findings suggest that trust in strategic partnerships is influenced more strongly by structural and relational factors than by opportunistic behavioral tendencies alone. The results provide valuable implications for managers seeking to strengthen collaboration, governance mechanisms, and long-term partnership performance within supply chains.

Keywords:Organizational power, Machiavellian behavior, Trust, Strategic partnerships, Supply chain management, Interorganizational relationships

Elena VESELINOVA
Goce Delcev University, Faculty of Economics, Stip, North Macedonia

Tamara JOVANOV APASIEVA
Goce Delcev University, Faculty of Economics, Stip, North Macedonia

DOI: https://doi.org/10.2478/orga-2026-0019

Abstract

Background/Purpose: In contemporary business environments, brand identity is increasingly recognized as a critical intangible asset shaped not only by external communication but also by internal organizational factors. While prior research has examined organizational culture, strategic human resource management (HRM), and brand identity in related but often separate streams, limited attention has been given to their combined integration through employee-related psychological mechanisms, particularly in small and medium-sized enterprises (SMEs) operating in emerging economies. The purpose of this study is to develop and empirically test a psychological integration model that explains how perceived organizational culture and perceived strategic HRM influence brand identity in SMEs.
Methods: The study adopts a quantitative research design based on survey data collected from 250 employees working in SMEs in the Republic of North Macedonia. A structured questionnaire was used to measure perceived organizational culture, perceived strategic HRM practices, employee identification, engagement, brand commitment, brand-consistent behavior, and brand identity. Structural equation modeling (SEM) was applied to test the hypothesized relationships and to examine the mediating role of psychological mechanisms.
Results: The findings indicate that both perceived organizational culture and perceived strategic HRM practices have significant positive effects on employee-related psychological mechanisms, including identification, engagement, and brand commitment. These psychological factors, in turn, significantly influence brand-consistent behavior and contribute to the development of internal brand identity. The results further support the proposed indirect pathways through which organizational factors influence brand identity via employee-related psychological processes.
Conclusion: This study contributes to the literature by proposing and validating an integrative framework that connects organizational culture, HRM, and brand identity through a psychological perspective in the context of SMEs in an emerging economy. The findings provide important managerial implications, suggesting that SME managers should align organizational culture and HRM practices with brand strategy in order to strengthen internal brand coherence and support sustainable competitive advantage.

Keywords: Organizational culture, Strategic HRM, Internal branding, Brand identity, Employee engagement, SMEs