Corporate Governance Codes and Their Role in Improving Corporate Governance Practice

Good corporate governance (CG) is primarily the responsibility of every company, and both hard law and soft law should provide comprehensive corporate governance framework, thereby encouraging the introduction of high governance standards and best practices in the companies’ corporate governance system. The aim of this contribution is to broaden understanding on the role of codes of good governance in improving corporate governance practice on the case of Slovenia. The findings of research studies and analyses of the content of the Slovenian CG Code and its adoption in Slovenian companies show that the code has been playing an important role in developing corporate governance practice in Slovenia. Additionally, such analyses provide important cognitions on the adoption of the CG Code in Slovenian companies by revealing improvements in the governance practice and indicating those areas where changes are required. That is a way such monitoring and analyses should be done on the regular basis together with reporting on the monitoring results. This can considerably contribute to better understanding of the code’s recommendations among companies, promote debate and thus foster awareness of the underlying issues. Future analyses should address not only the statements on compliance but also how companies actually implement the code’s recommendations

Family businesses’ succession in posttransition countries: what can be learned from the action research?

Succession is a very complex process and a critical phase in the life cycle of a family business. Finding a successor in ownership and management is one of the most demanding succession challenges, especially since younger generations have little interest or intention in joining their parents’ businesses. The action research was conducted to expand our understanding of owners’ attitudes and behaviors toward succession and the factors influencing successors’ intention and decision to enter the family business. The research also addresses the applicability of informal and formal family governance mechanisms in family business succession in post-transition countries. The research findings show the importance of the family dimension and emotional aspects of succession in post-transition countries. The theoretical hypotheses developed to form the basis for future confirmatory research and have implications for the key stakeholders and support infrastructure institutions involved in family business succession in post-transition countries

Integral Management: Knowledge on the MER Model in Postgraduate Master's Study Programs

In the contribution we represent how the knowledge on the MER Model of integral management is built in the master's study programs on the case of the Faculty of Economics and Business at the University of Maribor. The MER Model of integral management has been developing at the research Institute MER Eurocentre in Slovenia and is the result of the cooperation of researchers from different countries. The research work on the development of MER Model started in 1992; the first attempts of building the knowledge on the MER Model dated back to 1994. Based on the acquired experiences of the past decade more systematical incorporation of the MER Model in the new study programs (so called Bologna study programs) was possible after 2004.management, integral management, management models, study programs, MER Model of integral management

MER Model of Integral Management: its Improvement with Enterprises' Key Success Factors

The beginnings of the creation of the MER Model of Integral Management date back to the years 1992 and 1993. A year ago the decision was made to start thoroughly renewing the MER Model due to changes in economic and other social conditions in Slovenia and in many other post socialist countries. In this "new" model many changes have been introduced, especially some new success factors have been added. In this contribution the renewed MER Model is presented with special focus on the success factors.