6 research outputs found
Some Corporate Governance specifications in economies in transition
No full textAccording to the principles and standards of market economies and based on OECD principles, Corporate Governance should ensure the growth of the value of companies' assets. Besides, it should provide a balanced representation of stakeholders' interests, first of all, to owners, management, and employees. One of the key problems that newly created private enterprises and enterprises created through privatization is their incorporation or the creation of modern corporate governance structures which, as discussed in this paper, are of primary importance for the growth of these companies, for their sustainability, for access to capital and for their investment attractiveness. Achieving these standards in transition economies is proving to be quite problematic, especially in the Eastern and Southeast Europe. Theoretical discussions and empirical research largely conclude that the problems are not so much associated with the legal framework as much as they are concerned with their implementation, especially with the institutional environment and the problems that these countries have with law enforcement and corruption. This paper provides an overview of theoretical discussions on specific corporate governance issues in these countries and then based on the secondary resources and empirical studies in Kosovo's case, a brief comparative analysis of developments in this area in Croatia, Bulgaria, and Kosovo. The conclusions drawn from this analysis appear to be in line with theoretical discussions
Disa specifika të qeverisjes korporative në ekonomitë në tranzicion
No full textQeverisja korporative sipas parimeve e standardeve të ekonomive të tregut të njohura si parimet e Organization of Economic Cooperation and Development (OECD), duhet të sigurojë rritjen e vlerës së aseteve të kompanive. Veç kësaj, ajo duhet të sigurojë një përfaqësim të drejtpeshuar të interesave të aktorëve (palëve të interesuara), para së gjithash, pronarëve, menaxhmentit dhe punonjësve. Një nga problemet qenësorë me të cilin ballafaqohen ndërmarrjet e reja private dhe ndërmarrjet e krijuara nëpërmjet privatizimit, është korporatizimi i tyre ose krijimi i strukturave moderne të qeverisjes korporative, të cilat siç trajtohen në këtë punim, kanë rëndësi parësore për rritje të këtyre kompanive, për qëndrueshmërinë e tyre, për qasjen në kapital dhe për atraktivitetin e tyre për investime. Arritja e këtyre standardeve në ekonomitë në tranzicion po provohet të jetë mjaft problematike sidomos në ekonomitë në tranzicion në Evropën Lindore dhe Evropën Juglindore. Diskutimet teorike dhe hulumtimet empirike konstatojnë se problemet nuk kanë të bëjnë aq me kornizën ligjore sesa me me zbatimin e tyre, e sidomos me mjedisin institucional dhe problemet që kanë këto shtete me zbatimin e ligjit si dhe me korrupsionin. Në këtë punim bëhet një vështrim i diskutimeve teorike për problemet specifike të qeverisjes korporative në këto vende dhe pastaj në bazë të burimeve sekondare dhe studimeve empirike në rastin e Kosovës, bëhet një analizë e shkurtër krahasuese e zhvillimeve në këtë fushë në Kroaci, Bullgari, Shqipëri dhe Kosovë. Përfundimet e nxjerra nga kjo analizë dalin të jenë në linjë me diskutimet teorike
CORPORATE GOVERNANCE, INSTITUTIONAL REFORMS AND BUSINESS ENVIRONMENT (A SHORT COMPARATIVE ANALYSES FOR SOME WB COUNTRIES)
No full textStrategy as Practice
No full textAbstract Organizational members perceive top management as the sole authority for strategy making. Whilst this has been true for a number of years, the last decade has provided a shift to this traditional strategy practice in some sectors in the society. This paper attempts to address two major questions: firstly, whether the classical view of strategy as a property of organizations and the sole responsibility of top management in strategy making holds true in one of the higher education institutions in Kosovo as a member of western Balkan and eastern European countries. Secondly, how top management influences strategy practices of sense-making and sense-giving through organizational culture. The research analyses organizational culture and its effect on strategy as practice before and after a shift of institution’s top management based on its six strategy dimensions. The study employs multiple sources of data to address the research questions: secondary sources, semi-structured interviews, informal discussions with institution’s staff members, two-week of shadowing, observations and viewing artefacts of the institution. Results reveal three threads: organizational culture plays an important role on strategy as practice; top management is perceived to primarily provide sense through face-to-face interaction and procedural measures of strategy practices; and staff members are mostly involved in implementation. Moreover, clan and hierarchical types of organizational culture are identified to shape strategy practices of the institution. The study suggests that while the strategy making practice should be at the core of institution, a pleasant and non-confronting organizational culture is crucial to attract new students and retain elite staff
Strategy as practice: an organizational culture approach in a higher education institution in Kosovo
No full textOrganizational members perceive top management as the sole authority for strategy making. Whilst this
has been true for a number of years, the last decade has provided a shift to this traditional strategy
practice in some sectors in the society. This paper attempts to address two major questions: firstly,
whether the classical view of strategy as a property of organizations and the sole responsibility of top
management in strategy making holds true in one of the higher education institutions in Kosovo as a
member of western Balkan and eastern European countries. Secondly, how top management influences
strategy practices of sense-making and sense-giving through organizational culture. The research
analyses organizational culture and its effect on strategy as practice before and after a shift of
institution’s top management based on its six strategy dimensions. The study employs multiple sources
of data to address the research questions: secondary sources, semi-structured interviews, informal
discussions with institution’s staff members, two-week of shadowing, observations and viewing artefacts
of the institution. Results reveal three threads: organizational culture plays an important role on strategy
as practice; top management is perceived to primarily provide sense through face-to-face interaction
and procedural measures of strategy practices; and staff members are mostly involved in
implementation. Moreover, clan and hierarchical types of organizational culture are identified to shape
strategy practices of the institution. The study suggests that while the strategy making practice should
be at the core of institution, a pleasant and non-confronting organizational culture is crucial to attract
new students and retain elite staff
