* The authors would like to thank two anonymous referees for useful comments and suggestions. The views expressed here are solely those of the authors.
U članku se uspoređuje veličina javnoga sektora u Hrvatskoj u odnosu na zemlje Europske unije upotrebom više pokazatelja zaposlenosti u javnom sektoru (tj. njegovim pojedinim segmentima) te rashoda opće države. O podacima se diskutira s aspekta eventualno prevelikoga javnog sektora te u kratkoročnom kontekstu utjecaja recentne krize na zaposlenost i opću gospodarsku situaciju. Komparativna analiza pokazuje da, prema većini pokazatelja o zaposlenosti, Hrvatska nema prevelik javni sektor, osim kada je riječ o udjelu zaposlenih u javnim poduzećima u ukupnoj zaposlenosti. Udio rashoda opće države za naknade zaposlenika u Hrvatskoj niži je od prosjeka zemalja EU-a, ali je u prve tri godine promatranog razdoblja bio viši od istovjetnog udjela u zemljama Srednje i Istočne Europe. Udio ukupne potrošnje opće države u BDP-u za Hrvatsku niži je od istovjetnih udjela u zemljama EU-a i zemljama Srednje i Istočne Europe. Zbog utjecaja krize, u Hrvatskoj su donesene i/ili planirane neke restriktivne mjere u pogledu plaća i zapošljavanja u javnom sektoru. Uz nužnost zaustavljanja potencijalno neodrživih fiskalnih trendova, problemu zaposlenosti u javnom sektoru treba pristupiti stavljajući naglasak na povećanje učinkovitosti.
The beneficial relationship of entrepreneurial orientation with performance has been extensively acknowledged in the literature. However, empirical evidence is not straightforward and requires consideration of the interplay of different variables, context, and rationales through which this causal complexity of the performance-enhancing mechanism of entrepreneurial orientation influences firm performance. In this paper we examine the way the entrepreneurial behavior of the organization unfolds and affects performance through specific configurations resulting from the simultaneous interaction of strategic networking and dynamic environment in the setting of Southeast European SMEs. We apply hierarchical regression to a sample of 963 small and medium-sized enterprises. Empirical findings provide support for applying the configurational approach and show that companies of high entrepreneurial orientation and high strategic networking operating in a dynamic environment achieve the highest effect on a business performance. Research results further indicate that strategic networking is a mechanism that achieves the greatest efficiency in a dynamic environment and with the presence of a firm’s entrepreneurial orientation. According to the research results, implications for research and practice are suggested.
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