Search Results: 1 - 10 of 100 matches for " "
All listed articles are free for downloading (OA Articles)
Page 1 /100
Display every page Item
A longitudinal comparison of the growth factors of Slovenian fast growing enterprises  [cached]
Viljem P?eni?ny
Economic and Business Review , 2009,
Abstract: The article presents the main features of Slovenia’s fastest growing companies and compares them with “gazelles” in the EU. The longitudinal survey presented connects with three other studies applying the same research method, namely studies employing the same questionnaire on growth factors that affect growing companies through to the criteria by which they were selected as growing businesses for the survey. The author notes that the growth factors which have an impact on Slovenian businesses and gazelles in the EU mostly do not show any significant differences, and that these differences also did not change significantly over a 15-year period. This hypothesis is verified by both statistical methods and the data mining method called machine learning from examples.
Tr na podoba slovenskih gazel = Market Branding of Slovenian Gazelles
Gabrijel Devetak
Management , 2012,
Abstract: The purpose of the article is to show the global marketing activities,guidelines and management decisions for international business ofSlovenian gazelles. The survey was conducted on a sample of 230-sSlovenian gazelles that have been included in the list of 500 fastestgrowing companies in Slovenia in previous years (2007, 2008, 2009 and2010). They are also involved in the selection of ‘Best Fast GrowingCompany or a Gazelle.’ Slovenian gazelles use the internationalizationfor many reasons (saturation of the domestic market, lack of demandin the domestic market, etc.). Findings presented in this articlemay serve Slovenian gazelle in the decision of how to enter a foreignmarket, in the selection of the initial steps and the comparison of the existing market models used in the company.
Uporaba poslovnega na rta v 500 najhitreje rasto ih slovenskih podjetjih = The Use of a Business Plan in 500 Fastest Growing Slovenian Companies
Marjan Krajnik
Management , 2007,
Abstract: This article describes the role of a business plan in daily operations of a company. Several different authors from the entrepreneurship field have already stressed the importance of a business plan as a basic tool for an entrepreneur at the beginning of a new venture. There are various definitions of a business plan contents in the entrepreneurship professional literature. However, there is no feedback from the most dynamic part of Slovenian economy on the use of business plans in day-to-day business. That is why we have decided to empirically check some theoretical basics in the practice. We have also found out way in which fast growing Slovenian companies use business plans in new ventures planning. As it turned out we can truly determine a business plan as the basic enterprise/entrepreneur’s tool.
Motivating Employees of Slovenian and Croatian Wood-industry Companies in Times of Economic Downturn  [PDF]
Jo?e Kropiv?ek,Denis Jela?i?,Petra Gro?elj
Drvna Industrija , 2011,
Abstract: Motivating the employees is of key importance for providing their effi ciency and quality of work. This applies especially to employment in times of economic downturn, when the growth can be recognized of demotivational factors that have a negative infl uence on the motivation of employees. The aim of this research was to establish the current situation of motivation of the employees of Slovenian and Croatian wood-industry companies. It was established that the company managements pay most attention to assuring employees’ security and their mutual relations, which is without doubt of great importance in the period of increased insecurity of business and growing tension among people. Interest was also focused on differences between Slovenian and Croatian companies. It was established that there are some differences in classifi cation of different motivational factors according to their importance, but they are mostly not statistically significant.
Brand management of Slovenian export companies
Aleksandra Pisnik Korda,Boris Snoj
Tr?i?te/Market , 2008,
Abstract: This paper describes the characteristics of brand management in the context of the companies in Slovenia that are intensively engaged in the internationalization of their business operations. Using a sample of the 200 largest export companies in Slovenia, it explores the impact of internationalized business operations on the marketing mix component strategies to identify the most frequent internal and external hindrances to the internationalization that exert influence on the companies’ most important brands. The paper also analyzes the importance of long-term experience and knowledge of the market in the consolidation of brand effectiveness and the companies’ reputation and ascertains whether the companies with a higher level of internationalization employ a larger number of less tangible brand performance criteria than those with a lower level of internationalization.
Association of Management Tools with the Financial Performance of Companies: The Example of the Slovenian Construction Sector  [PDF]
Peter Friedl,Roberto Biloslavo
Managing Global Transitions , 2009,
Abstract: The research problem dealt with in this article addresses the association of management tools with the financial performance of companies in the Slovenian construction sector. The aim of the quantitative empirical survey is to collect data on five of the most relevant accounting scores and indicators in the construction sector for the studied period 2001–2005, and to analyse their correlation with the management tools of Slovenian construction companies. The analysis of the relationship between quantitative indicators and scores with the dimensions of the factors in choosing management tools proved no strong correlation. The resultsof the analysis showthat the dimensions of undesirable consequences of transformation and the financial performance of the companies are essentially unrelated. A comparative study of the arithmetic mean of the indicators and scores with the disadvantages in introducing the management tools, however, indicated that there is a certain relationship between them.
Zunanje izvajanje dejavnosti: analiza slovenskih podjetij = Outsourcing: Analysis of Slovenian Companies  [PDF]
Klemen Kavcic
Management , 2007,
Abstract: Outsourcing can mean an all-important strategic decision for a company and also for the company which accepts orders from an outsourcing partner. The research results in Slovenia have confirmed that outsourcing has become standard practice in the majority of Slovenian enterprises. Companies most often decide to outsource less important activities at the company level. In the majority of Slovenian companies analysed the management focuses merely on short-term benefits of outsourcing without considering the advantages a long-term relationship. It is important for a company to make an in-depth research of its decisions regarding outsourcing and to analyse possible implementation and outcomes, risks and benefits, posed by outsourcing.
The market orientation of Slovenian companies: two-group comparisons  [cached]
Mateja Bodlaj,I?a Roj?ek
Economic and Business Review , 2010,
Abstract: The purpose of the presented empirical study was to examine market orientation between groups of companies in terms of three company characteristics, i.e. main business sector, company size, and type of the market, and three environmental characteristics, i.e. market turbulence, technological turbulence and competitive intensity. Market orientation is analysed by distinguishing between a cultural and behavioural perspective and by distinguishing between a responsive and proactive form. Comparisons between groups of companies are made by testing invariant latent mean structures. The analysis of 325 Slovenian companies reveals that the particular market orientation dimensions only differ when different levels of market and technological turbulence are considered.
The Derivatives as Financial Risk Management Instruments: The Case of Croatian and Slovenian Non-financial Companies  [PDF]
Danijela Milo? Spr?i?
Financial Theory and Practice , 2007,
Abstract: The paper analyses financial risk management practices and derivative usage in large Croatian and Slovenian non-financial companies and explores if the decision to use derivatives as risk management instruments in the analysed companies is a function of several firm’s characteristics that have been proven as relevant in making financial risk management decisions. On the basis of the research results it can be concluded that forwards and swaps are by far the most important derivative instruments in both countries. Futures as representatives of standardised derivatives together with structured derivatives are more important in the Slovenian than in the Croatian companies, while exchange-traded and OTC options are unimportant means of financial risk management in both countries. A comparative analysis conducted to explore differences between risk management practices in Slovenian and Croatian companies has shown evidence that Slovenian companies use all types of derivatives, especially structured derivatives, more intensively than Croatian companies. The survey has revealed that the explored hedging rationales have little predictive power in explaining financial risk management decisions both in Croatian and Slovenian companies. The decision to use derivatives in Croatian non-financial companies is related only to the investment expenditures-to-assets ratio which controls for costly external financing hypothesis, while the decision to use derivatives in Slovenian companies is dependent only on the size of the company. It can be argued that the characteristics of the Croatian and Slovenian firms could be found in other South-eastern European countries and that findings of this research may act as a baseline from which to generalise. Therefore, the survey results analysed in this paper also suggest a broader comparison across countries in the region. The advantage of this work is that it provides an impetus for further research to move beyond the existing hedging rationales, which have proven inadequate in explaining financial risk management decisions in the Croatian and Slovenian companies.
Proces organizacijskega u enja v slovenskih, hrva kih in malezijskih podjetjih = Organizational Learning Process in Slovenian, Croatian, and Malaysian Companies
Vlado Dimovski,Miha Skerlavaj,Mok Kimman,Tomislav Hernaus
Management , 2006,
Abstract: n our contribution we aim to test differences in the way companies learn in Slovenia, Croatia, and Malaysia. We used the Organizational learning measurement instrument developed and tested by Dimovski (1994), kerlavaj (2003), Dimovski and kerlavaj (2005). It employs three measurement variables (Information acquisition, Information interpretation, and Behavioural and cognitive changes) as well as 38 items (presented in the paper) to measure the Organizational learning construct. In autumn 2005, data from 203 Slovenian, 202 Croatian, and 300 Malaysian companies were gathered. Results indicate that companies in all three countries under scrutiny are closest in terms of behavioural and cognitive changes, meaning that globalization and other challenges of the modern business environment demand all of them to change and adapt quickly. However, the ways they are coping with those challenges are different. Generally speaking, there are more similarities than dissimilarities between Slovenia and Croatia, while this is not the case when comparing both countries to Malaysia. When acquiring information, Slovenian and Croatian companies rely more on internal sources (own employees, past decisions, etc.), while Malaysian companies tend to rely more on external sources and more often have employees dedicated to searching for external information. When trying to interpret the information acquired, Slovenian and Croatian companies rely more on personal contacts, informal team meetings, and believe that information given to subordinates must be simple and concise, while Malaysian companies tend to use more formal collective decision-making and written communication to understand the meaning of information.
Page 1 /100
Display every page Item

Copyright © 2008-2017 Open Access Library. All rights reserved.