The aim of this study is to examine and compare all publicly accessible data on occupational injuries in Slovenia in the period from 1948 to 2008, obtained either from archives or websites. The data obtained from five different sources which have been formally collecting and presenting data on occupational injuries in Slovenia (Labour Inspectorate of the Republic of Slovenia - LIRS, Institute of Public Health of the Republic of Slovenia - IPHRS, International Labour Organization - ILO, Statistical Office of the Republic of Slovenia - SORS, and issues of the Journal of Occupational Safety and Fire Safety) were reviewed and managed. Since the early 1960s, there has been a significant decrease of fatal and non-fatal occupational injuries in Slovenia. Problems related to gathering and interpreting data on occupational injuries are also discussed with special emphasize on diversity of models used for occupational injuries data collecting. The results of the 60-year-long retrospective study can also be of assistance for professionals involved in planning, implementing and controlling the national policy and/or regional policies on safety and health at work.
The aim of this paper is to investigate whether protection of core capabilities requires a greater level of control, i.e. ownership, even if it is at the cost of lower flexibility. Despite the significant research interest in equity alliances, knowledge of strategic orientation of acquiring companies is still incomplete. The study examines two main generic organizational forms, hierarchy and market, their benefits and threats for acquiring companies while protecting their core capabilities in equity alliances. The protection of core capabilities is becoming an important strategic objective in the processes of forging equity alliances which are based on ownership and legal relationships. Ownership brings more control over core capabilities which mean competitive advantage through hierarchical organizational structure on the one hand but less flexibility as otherwise benefited in market organizational structure on the other. Further studies are required in order to corroborate the assessment of presented organizational forms and to explore these relationships over a longer period of time. The topic is relevant for designing strategies in acquiring companies or those companies becoming a part of global networks. Better understanding of strategic orientation and concept of control could significantly enhance the success rate in M&A activity. The paper explores as to when and why a certain organizational structure, hierarchy or market, is the preferred one for companies. This paper intends to give executives practical, hands-on advice for conducting M&A activity.
This paper focuses on the higher education area in a small Central European country. Its purpose is to explore the concept of culture, the concept of knowledge management (KM) as well as the correlations among their dimensions at the university level. Since we assume that it is educational personnel who is involved in KM processes, our research covered the teaching staff. Our questionnaire is based on a similar research carried out by Wilkens et al. (2004). The literature is reviewed and the empirical analysis is performed in order to examine and to explain the relationship between organisational culture and knowledge management. The findings presented in the paper can be important for further development of the higher education sector in Central and Eastern European countries as well as for other profit oriented industries.