Publisher: Vilnius University   (Total: 38 journals)   [Sort by number of followers]

Showing 1 - 38 of 38 Journals sorted alphabetically
Accounting Theory and Practice     Open Access   (Followers: 6)
Acta medica Lituanica     Open Access  
Acta Paedagogica Vilnensia     Open Access  
Archaeologia Lituana     Open Access  
Baltic J. of Political Science     Open Access   (Followers: 1)
Baltistica     Open Access  
Criminological Studies     Open Access   (Followers: 1)
Ekonomika (Economics)     Open Access  
Informacijos mokslai     Open Access  
J.ism Research     Open Access   (Followers: 4)
Jaunujų mokslininkų darbai     Open Access  
Kalbotyra     Open Access  
Knygotyra (Book Science)     Open Access  
Lietuvių kalba     Open Access  
Lietuvos istorijos studijos     Open Access  
Lietuvos Matematikos Rinkinys     Open Access  
Lietuvos Statistikos Darbai     Open Access  
Literatūra     Open Access  
Lithuanian Surgery : Lietuvos Chirurgija     Open Access  
Nonlinear Analysis : Modelling and Control     Open Access   (Followers: 1)
Organizations and Markets in Emerging Economies     Open Access   (Followers: 1)
Politologija     Open Access  
Problemos     Open Access  
Psychology     Open Access  
Religija ir kultūra     Open Access  
Respectus Philologicus     Open Access  
Scandinavistica Vilnensis     Open Access  
Semiotika     Open Access  
Slavistica Vilnensis     Open Access   (Followers: 1)
Socialinė teorija, empirija, politika ir praktika     Open Access  
Socialiniai tyrimai     Open Access  
Sociology : Thought and Action     Open Access  
Taikomoji kalbotyra     Open Access  
Teisė : Law     Open Access  
Verbum     Open Access  
Vertimo studijos (Translation Studies)     Open Access   (Followers: 1)
Vilnius University Open Series     Open Access  
Vilnius University Proceedings     Open Access  
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Socialiniai tyrimai
Number of Followers: 0  

  This is an Open Access Journal Open Access journal
ISSN (Online) 2351-6712
Published by Vilnius University Homepage  [38 journals]
  • The Need for Future Competencies of a Tourism Specialist from the Point of
           View of Employers

    • Authors: Andželika Bylaitė Ernesta Jonaitienė Vilma Kalinovienė
      Abstract: Employee competencies are considered to be the most important factor, which determines competitiveness among job seekers and an essential capital in most sectors of the economy. Today, due to the changing conditions in the labor market, the once acquired knowledge and abilities no longer meet the changed requirements, it is becoming important to develop generic and subject specific competencies. The article analyzes the generic and subject specific competencies of future specialists in the Lithuanian tourism sector, which are needed in the labor market of Lithuania from the point of view of employers. Therefore, using a semi-structured in-depth interview, a pilot professional activity field research was carried out in December 2020 – February 2021 in the economically strongest Lithuanian cities. The results of the research showed that due to the ongoing Covid-19 pandemic case, which is resonant and indefinite, the tourism market will never be the same again. It is observed that a person with a broader qualification (i.e. more competencies) easier integrates into the labour market. In this context, priority should be given to the ability of future specialists to be proactive and flexible, entrepreneurial and creative (to understand the specificities, future directions and trends of tourism and recreation services), to use information, smart and other technologies effectively. The specialist will not fear the competition of a professional who already has work experience in tourism sector.
      PubDate: Fri, 18 Mar 2022 03:33:43 +000
       
  • Exploring the Relationship between Self-Control and Healthy Eating: Do
           Self-Description as a Healthy Eater and Attached Importance to Healthy
           Eating Matter'

    • Authors: Justina Paluckaitė
      Abstract: As suggested by previous research, individuals with high self-control report greater autonomous motivation, and the Self-Determination Theory of autonomous motivation implies that exercising self-control should be less necessary, i.e., require lower levels for those having a self-schema in the relevant domain. Based on this, the present study explored whether the healthy eater self-schema status decreases (moderates) the effect of the trait self-control on the healthy eating behavior. In a cross-sectional design, a total of 149 people participated in this research. Results confirmed the role of the healthy eater self-schema status as a moderator. These findings highlighted the effect of the self-description as a healthy eater and one’s perceived importance of healthy eating in the exercising of trait self-control towards healthy food consumption. This study could also be helpful in tailoring future self-control interventions for individuals who have difficulties in exercising self-control toward healthy food consumption.
      PubDate: Thu, 10 Mar 2022 07:42:47 +000
       
  • The Discourse of the Resilience of Hospitals in the Theoretical Context of
           the Organisation’s Concept of Resilience and Factors

    • Authors: Laima Liukinevičienė Jurgita Blažienė
      Abstract:  Recovery and resilience, the ability to operate under the conditions of uncertainty – these challenges are now becoming the key tasks for each organisation. The research of the organisation’s concept of resilience is primarily linked to ecological sciences, followed by studies in social sciences linked to vulnerability and resilience of social groups, communities, cities, and organizations as systems. The efforts of scientists to develop the analysis, measurement instruments of resilience, observable resilience indicators systems, indices, regional vulnerability maps, development of regional resilience policies, etc. are visible. Scientists indicate that resilience is a complex ability and process and can be defined differently, depending on the contexts, but all of them are united by the notion that it is a positive effect in preparing for or after challenges, that it must be encouraged (Lee et al., 2016). The organisation’s theoretical concept of resilience is not widely developed and there is a lack of information on how organisations become resilient.
      The research aims to define the concept of organisation’s resilience, its features and factors as well as to reveal the concept of the resilience of hospitals in the theoretical context of the resilience of the organisation. The following research methods were used: the analysis, generalization and systematization of the content of scientific literature, synthesis of ideas based on scientific analysis.
      The definition of the concept of organisation’s resilience is based on a previous empirical research conducted by Barasa et al. (2018) as well as on the latest scientific insights: According to Jucevičius et al. (2017), resilience as the ability to regain strength after changes or errors is conceptually different from the concept of robustness, which describes systems that ignore environmental impacts. The resilience of an organization is the intrinsic ability of an organization to maintain and return to a dynamically stable state. It is the maintenance of resources in a sufficiently flexible form to allow them to be spontaneously adapted in the event of an unforeseen threat. Continuous harmonisation of the monitoring of small errors with improvisation provides employees with expert and wider competencies for more flexible adaptation. The idea proposed by Gricevičius (2019) to link the resilience of the organization to the ability to survive and even thrive during a crisis supports the idea of Gečienė and Raišienė (2019, 2020) that the resilience of the organization should be understood more as a capacity and process than a result, and as adaptation rather than stability (Gečienė et al., 2020). Insight into the fact that we are constantly strengthening the resilience of organisations by adapting to changes at three levels: the potential of the resources available in the system, participants in the internal communication system and variables, creative and flexible responses to the challenges (Holling and Gunderson, 2002, cited in Gečienė, 2020); that the resilience of the organisation must be perceived as a long-term goal (Litz, 2005, cited in Gečienė, 2020). Beuran and Santos (2019) consider that three definitions are important in the organisation’s conceptualisation of resilience: resilience as an organisational characteristic; resilience as a result of the organisation’s activities; resilience as an identification of disorders that the organisation can tolerate. The theoretical concept of organization’s resilience is developed by defining external and internal factors of resilience. The external factors of the resilience of public sector organisations include the following: 1) political factors that directly or indirectly influence organisations’ involvement in a greater focus on the organisation’s sustainable development, unforeseen challenges in the long term; 2) economic factors (e.g. availability of financial resources); 3) technological factors (e.g. availability of hardware and software; digital progress), social factors (e.g. decentralisation as management practice in the public sector, coordination of systems, greater awareness of resilience in society, etc.). Disseminating the experience of business organisations in adapting to challenges in the media has also become a social factor.
      According to scientific practice (Barasa et al. (2018); Gečienė (2020)), to analyse the passive and active resilience of the organisation, we have divided the internal factors of the organization’s resilience into two groups: 1. Passive or operational, adaptive resilience of the organisation. The factors are as follows: 1) prudent management of public (physical, economic, organisational, social, human) capital, assets held or entrusted with management; management of organisational change management, absorption, adaptability, reconstruction capacity is essential; 2) a balanced organisational routine and structure; 3) management and continuous improvement of internal information and communication systems; 4) management (managerial) practices; 5) organizational culture.
      2. Active or planned, strategic, otherwise capability-oriented resilience of the organization. The factors are as follows: 1) the organisation’s resilience planning, strategy; 2) the organisation’s external policy focused on strengthening resilience; 3) continuous involvement in the analysis, application, development of managerial innovations; 4) leadership and continuous improvement of the organisation’s resilience competencies.
      Hospitals are organisations whose management is su...
      PubDate: Sun, 20 Feb 2022 00:00:00 +000
       
 
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