During its accession to the OECD, Slovenia conducted a reform of the corporate governance of state-owned enterprises (SOEs). To assess the relevance of the Slovenian reform, we reviewed the reforms undertaken in other OECD countries. The literature shows there are three models of organising the ownership function: decentralised, dual and centralised. The analysis reveals they all tend towards the same objectives of increasing the government's transparency and accountability in the corporate governance of SOEs by means of the development of government ownership policy. The Slovenian reform appears to be misguided because it started with the establishment of a new Agency for Corporate Governance which has prioritised form over substance.
F.25 Development of new organisational structures and managerial solutions
COBISS.SI-ID: 30181981Symbolic resources affect social, cultural, and economic development. The value of being "Made in America" or "Made in Italy," for example, depends not only on the material advantages each place offers but also on the symbolic resources embedded in those places of production. Drawing on case studies from all over the world this volume examines the various forms that cultural wealth of a nation affects cooperation within and between public and private sectors.
C.01 Editorial board of a foreign/international collection of papers/book
COBISS.SI-ID: 31127389Relationship between communication structure of organisational teams and their performance is becoming increasingly important as more and more modern organisations move beyond their internal and external boundaries. Such a context provides room for the communication and co-operation of groups of individuals that cut across the various parts of the organisation. This article shows that the flattening of the hierarchy alone, which contributes to connectivity across the organisation, is not sufficient for successful cross-unit team collaboration. We support this discussion with the results of a study of two teams differing in their performances where a significant relationship was found between centralisation and team performance.
F.25 Development of new organisational structures and managerial solutions
COBISS.SI-ID: 30772573