In the article there is a developed theoretical framework for studying defensive and strategic restructuring of firms. Also given are the assessments of how the restructuring happened in one of most developed transition countries – Slovenia. On the basis of a wide empirical research it is clear, that both kinds of restructuring are present, defensive (adjusting employment) and strategic. The article is an important milestone in world literature and for the comprehension of privatization processes going on in Slovenia. It also implements new methods of modeling in the field of soft capital.
This paper deals with a fundamental challenge for decision makers – how to identify which firm capabilities to develop and which ones are no longer important in order to gain and sustain a competitive advantage. It presents the application of a new approach to measuring technological and marketing capabilities in an integrated fashion, identifying core capabilities, exploiting their interrelationships and providing guidance for a dynamic technological and marketing strategy. This is illustrated by and applied to the case of Gorenje.
The article deals with the Lisbon declaration which attributes a vital meaning to increasing investment expenditures for research and development in Slovenian firms. In former studies authors have mainly been examining the so called push theory of demand. A significant contribution of this study is that also the pull factors have been conveyed as important. The article also represents a new approach to modeling soft capital investments and contains significant components for economic policy decision makers that are planning actions to raise R&D expenditures on a country wide level.
The article shows how important are the characteristics of competition industry structure when studying the factors which influence new product introduction and it's time-to-market. On one side in the generic pharmaceutical industry time-to-market can be a very important advantage and on the other side this industry is specific because of its regulatory nature. In any case, this article is a good starting point for examining other industries as well. In the article there is also an attempt of making a benchmarking model for an introduction of a new product to the market.
Models of strategic human resource management (SHRM) identify the factors that influence the connection between the SHRM and the success of a company, but are mainly modeled on the basis of studying the western firms. That is why this article importantly contributes to the understanding of strategic HRM in transition countries. It exposes those factors that are representative for firms working in a transition environment from the theoretical side as it gives a practical orientation for performing firms and their politics of SHRM development in transition countries.