In this article, authors suggest a new approach to policy making that stems directly from the entrepreneurial perspective. Higher growth is a key goal of companies, governments, and societies. Economic policies often attempt to attain this goal by targeting companies of certain sizes that operate in specific industries and focus on a specific business activity. This approach to policy making has considerable shortcomings and seems to be less than fully effective in increasing economic growth. Authors suggest a new approach which examines a successful business strategy framework – the Blue Ocean Strategy – to discover conditions for high growth. We test the propositions on empirical data for two cases of successful high-growth business, namely Slovenian gazelles and Amazon.com. The results reveal a gap between the macro level of economic policy making to achieve higher growth and the micro level of business growth. The findings call for a change in the focus of economic policies on specific size companies, industries, and business activities to intraindustry cooperation, collaboration between companies of different sizes, value innovation, and creation of uncontested markets.
COBISS.SI-ID: 20760038
Relationship 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.
COBISS.SI-ID: 30772573
Over the past few years, teamwork has been enforced as a specific way of organising work with many positive impacts on companies. The article examines teamwork and its complexity on the basis of the degree of team autonomy or team independence. An empirical survey conducted in June 2011 shows that a large share of Slovenian companies included in the survey have formally organised teams. The empirical findings also reveal a low degree of teamsʼ autonomy in terms of their influence on subject matter, and especially regarding their strategic decisions within the companies. The article ends with some suggestions for further research on teams and their autonomy.
COBISS.SI-ID: 31867997