Corporate policy and the degree of management sophistication in Slovenian companies

Integral Management for Corporate Social Responsibility

“…The organizations should also continuously innovate their developmental orientation (e.g. the exploitation of the opportunities in the development of the environment), their economic orientation (and strive for the policy of economic responsibility towards all Earth's inhabitants), and social orientation (here, they should take into account environmentally and socially responsible goals and society's aspirations) (Štrukelj 2014;, adapted from Bleicher 2004; see also Duh and Štrukelj 2011;Kavčič et al 2015;Malik 2011;Markič et al 2011;Mulej and Dyck, ed. 2014;Peršič and Markič 2013;Epstein and Rejc Buhovac 2014;Štrukelj et al 2012).…”

“…In this paper, we have proven the hypothesis that organizational governance is essential for the achievement of social responsibility (ISO 2010;Malik 2011;Štrukelj 2014;Štrukelj et al 2015) because the innovation of governance can lead organizations towards socially responsible policy which, in turn, is realized through responsible management and through honest and responsible operations of the organization (Dankova et al 2015;Kavčič et al 2015;Malik 2011;Štrukelj et al 2015). All this is necessary because social responsibility has not yet become a generally adopted social practice.…”

Enterprise values and enterprise policy interdependence

“…To support the existing research, we present the results of an empirical research conducted in SMEs in Slovenia as an example of a transition economy. Enterprise policy influences its management and practice ( Can cer & Sarotar Zi zek, 2015;Duh, 2015;Kav ci c et al, 2015); therefore, it is important that its values are socially responsible (Malik, 2011;Mulej et al, ed., 2013Mulej et al, ed., , 2015Mulej & Dyck, eds., 2014).…”

“…Belak, 2010;Duh, 2015;Strukelj & Suligoj, 2014;Ulrich, 1990), the analysis of the values of enterprise's key stakeholders (V2), which represents a research of values by identifying the circumstances that cause certain values of key stakeholders, to better understand their values (Je. Belak, 2013;Kluckhohn, 1961;Minkov, 2007;Schwartz, 1992;Ulrich, 1990), the extremes of the values of enterprise's key stakeholders (V3), which means identifying extreme values that can positively/negatively affect the enterprise (Allport et al, 1931(Allport et al, , 1951(Allport et al, , 1960Kanungo, 2001;Malba si c et al, 2015;Me sko Stok et al, 2009;Russo, ed., 2000;Ulrich, 1990), and the importance of the examination of the values of enterprise's key stakeholders (V4), which we must determine to identify the awareness why the research of the enterprise's key stakeholders' values is crucial; only when the importance of examining the values of enterprise's key stakeholders is perceived as important, appropriate attention to the values will be given (Kav ci c et al, 2015;Lencioni, 2002;Mulej & Dyck, eds., 2014;Rokeach, 1979;Strukelj, 2015).…”

“…V1) because the factors 'extremes of the enterprise's key stakeholders values' (V3; Allport et al, 1931Allport et al, , 1951Allport et al, , 1960Kanungo, 2001;Malba si c et al, 2015;Me sko Stok et al, 2009;Russo, ed., 2000;Ulrich, 1990), 'the analysis of the enterprise's key stakeholders values' (V2; Je. Belak, 2013;Kluckhohn, 1961;Minkov, 2007;Schwartz, 1992;Ulrich, 1990) and 'the importance of the examination of the enterprise's key stakeholders values ' (V4;Kav ci c et al, 2015;Lencioni, 2002;Mulej & Dyck, eds., 2014;Rokeach, 1979;Strukelj, 2015) impact enterprise policy innovation (EPI; Duh, 2015;Ulrich, 1990;Strukelj, 2015;Strukelj and Suligoj, 2014) indirectly through factor 'the values of enterprise's key stakeholders' (V1; Ja. Belak, 2010; Duh, 2015; Strukelj & Suligoj, 2014;Ulrich, 1990), which in turn directly impacts the factor EPI.…”