| Abstract [eng] |
SUMMARY 85 pages (excluding appendices), 4 figures, 28 tables, 84 references. The main aim of this thesis is to determine the impact of strategic, structural, human, and process flexibility on organizational performance. The thesis consists of three main parts: literature review, empirical research methodology, and empirical research with results. The literature review section presents the concepts of strategic, structural, human, and process flexibility, defines organizational performance and identifies its evaluation types, reveals the theoretical background of the impact of strategic, structural, human, and process flexibility on organizational performance, and compares the results of empirical studies on similar topics. Based on the analyzed literature, a conceptual research model was developed, a research instrument was prepared, and a quantitative study was conducted using a non-probability purposive (convenience) sampling method for data collection. The study aimed to determine the impact of strategic, structural, human, and process flexibility on the financial and non-financial performance of tour operators and travel agencies. In addition, two moderators – competition intensity and CEO gender – were included in order to examine their influence on the relationship between strategic flexibility and organizational performance. The empirical research employed descriptive statistical data analysis, factor, correlation, regression, and moderation analysis methods. The research results revealed that strategic flexibility has the greatest significance and positive impact on the performance of tour operators and travel agencies, both financial and non-financial. A significant positive effect of human flexibility on the non-financial performance of these organizations was also identified. Neither structural nor process flexibility had an impact on the performance of these organizations. Meanwhile, the moderating effect of competition intensity was not tested due to insufficient internal consistency of the construct, whereas the moderating effect of CEO gender was not identified. The conclusions and recommendations section summarizes the main findings of the literature review and empirical research. It also provides recommendations for strengthening strategic and human flexibility within organizations, as well as suggestions for future research. |
