ࡱ> ,.)*+bjbjVV 8<<p/////CCCCCW LWWWW222#V%V%V%V%V%V%V$LY[IV/22IV//WWZW???d /W/W#V?#V??Q9SW0bMCe'(9RVpW0WMR\9L\(9S9SJ\/S24?222IVIV<222W\222222222 :Jelenc Lara Faculty of Economics Rijeka, Croatia  HYPERLINK "mailto:ljelenc@efri.hr" ljelenc@efri.hr Ivan i Valentina Faculty of Economics Rijeka, Croatia  HYPERLINK "mailto:vivancic@efri.hr" vivancic@efri.hr The Strategic Reality Check- Quo vadis Croatia? Abstract The process of strategic management is the core of the strategic management literature. The classical contributions of the founders of strategic management suggested that the process should be directed as deliberate and controlled as possible and every step should be rational based on data and facts. The opposing approach in strategy is emergent approach allowing changes in the process from the moment it starts the implementation stage. Furthermore, if the whole process is flexible we are talking about the adaptive approach to the process of strategic management. At the other end of spectrum there is organizational anarchy and garbage-can model of strategy development. The reality check of Croatian national strategy starts from the statistical data produced by the Croatian Chamber of Economy in 2006 and 2010. The Croatian economy is dominatingly based on trade in almost each of the counties, non-competitive processing industry with a large number of employees, and construction. These three sectors are vital for the Croatian economy and should be the focal parts of the future strategies. Key words: Strategic management, Strategy, Sectors of Economy, Croatia Povzetek Proces stratekega managementa je osrednji element v literaturi stratekega managementa. Klasi ni doprinos za etnikov strateakega managementa je v dojemanju procesa kot namernega in nadzorovanega ter da so vsi koraki racionalni, na podlagi informacij in dejstev. Nasproten pristop strategiji je izranjajujo i pristop, ki omogo a oziroma dopua a spremembe v procesu od trenutka, ko za ne faza implementacije. e je celoten proces fleksibilen, lahko govorimo o adaptivnem pristopu k strategiji v procesu strateakega managementa. Na drugi strani obstaja organizacijska anarhija in model razvoja strateakega managementa, imenovan  garbage-can model. Preverjanje realnosti hrvaake nacionalne strategije se za ne s statisti nimi podatki Hrvaake gospodarske zveze za leti 2006 in 2010. V hrvaakem gospodarstvu je dominantna trgovina v skoraj vseh dr~ave, nekonkuren na predelovalna industrija z velikim atevilom zaposlenih in gradbeniatvo. Ti trije sektorji so najbolj pomembna za hrvaako gospodarstvo in bi morali biti osrednji, glavni deli bodo ih strategij. Klju ne besede: strateaki management, strategija, sektori ekonomije, Hrvaka Introduction One of the most frequently used words by the people at the top of the firms, organizations and government is strategy. The capability to express strategy is the way how to build someone's credibility. The strategy itself has a few conceptual challenges; it is not only the matter of expression rather the process of formulation, implementation, control and evaluation; it is not only the result of the rational planning process rather the interplay of the deliberate and emerging activities happening in the process. The result of the strategies may diverge, alternate and even contradict from the initial intentions. The black box between the formulation and the final result is a phase that is the least studied part in the literature of strategic management. Strategy implementation is the most difficult test of the top managers' credibility. The continuous reality check is the activity highly recommended for every step in the process of strategic management. This activity is needed to realize the changes in the environment, changes in the capability of the firm, changes in the effects of specific strategy. It serves as the opportunity for both correcting the activities in order to meet the strategy and correcting the strategy in order to meet the changes in the environment. The aim of this article is proposing a reality check on the national strategy based on the statistical data of the Croatian Chamber of Economy. The statistical data show the facts about the economy structure and the tendencies in the future that should be taken into consideration when creating national level strategy. The article starts by presenting the classical approaches in strategic management, most common discrepancies in the process of strategic management and the unusual forms of strategy existing in the practice. The article continues to compare statistical data in order to state the current moment of the state economy and the strategic reality check of the Croatian national level strategy. Classical approach to strategic management process Chandler, representing the classical view on the process, defined strategy as the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out the goals (Chandler, 1962, 13-14). This specific course of action should have a certain characteristics (Christensen et.al. 1982, 6, 94, 185, 543): Strategy formulation should be a controlled, conscious process of thought The strategies are formed through a tightly controlled process of conscious human thought. Strategies should not be developed intuitively or in emergent fashion, instead to be as deliberate as possible (Andrews, 1981, 24) and to change intuitive skill of formulating strategy into conscious one (Andrews, 1981, 105-106). Emergent strategy and opportunism are conceptual enemies of strategy and implicit intuitive strategy in hand of a strong leader is a sign of weakness of the firm (Christensen et.al., 1982, 828-829). The process of strategic management cannot support intuition, random decisions, or subconscious feeling of prospective future business trends. Informality, simplicity, explicitly, creativity, uniqueness as characteristics of the strategic management process Classical approach acknowledged that strategy formulation could be designed in a simple, yet informal way, while it is a result of an act of judgment (Christensen et.al., 1982, 108). Simplicity is the essence of good art, a conception of strategy should bring simplicity to complex organizations (Christensen et.al., 1982, 554). Strategy helps in reducing details and points to the most important factors in the environment and within the firm. Although simple strategy is not necessarily natural, it must be formally learned (Christensen et.al. 1982, 6 cited by Mintzberg, 1990, 176). If the strategy cannot be congested in a short and simple form, how it would be possible to perform control implementation of that strategy (Christensen et.al. 1982,182)? The strategies should be made explicit and if possible, articulated, which means they have to be kept simple (Christensen et.al. 1982, 105-106, 554, 835). The strategy should be explicit for three reasons: to be effective and specific enough to require some actions and exclude others (Christensen et.al., 1982, 105-106), only an explicit strategy can be discussed, investigated and debated (Andrews, 1981, 24) and only explicit strategy can serve its prime function of knitting people together, provide coherence to organizational action (Rumelt, 1980, 380) and generate support (Mintzberg, 1990, 182). The formulation process should be a creative act (Christensen et.al., 1982, 186 cited in Mintzberg, 1990, 177). The essence of the strategy definition is a pattern, its unity, coherence, and internal consistency of a firm's strategic decisions that position the firm in its environment and gives the firm its identity, its power to mobilize its strengths, and its likelihood of success in the marketplace (Andrews, 1987, 14-15). Adaptation to the environment and social responsibility Environment influences the firm. Therefore, the firm should recognize the parameters in the environment and adjust itself according to them. There is no possibility either to change the environment or to create a new one. The emphasis is on social responsibility. However, the leader accounts for the needs of society, not the other way round. Society exerts influence on the firm, if the leader is voluntarily socially responsible (Mintzberg, 1994, 38). Formulation precedes implementation Full-blown strategy that has followed the instruction above is ready to reach the second stage- the implementation. Analysis of the current situation is a divergent process; the moment of deciding upon the decision is a convergent process while the implementation is a divergent one again. After being decided upon, strategy does not change, while emergent strategy considered erosion of deliberate strategy (Christensen et.al., 1982, 553-554). Structure follows the strategy helping to implement the planned business idea. If there is some mistake in the implementation, the reason is either an implementation misunderstanding or a political reason, but not the mistakes in the formulation strategy process. There were a number of points that classical approach represents. Aaron Wildavsky (Wildavsky, 1973, 130) opposed planning; suggesting that planning is not defended for what it accomplishes, but for what it symbolizes- rationality. Planning is conceived to be the way in which intelligence is applied to social problems. Planning is good because it is systematic rather than random, efficient rather than wasteful, coordinated rather than helter-skelter, consistent rather than contradictionary, and above all, rational rather than unreasonable (Wildavsky, 1979, 129 cited by Mintzberg, 1994, 189). The opposing approaches in the process One of the most popular opposing approaches to the process of strategic management is the deliberate-emergent approach. The deliberate approach is the typical formal, analytical, rational approach common for the classical point of view presented previously. It is proposed by the founders of strategic management and considered as the only possible way of performing strategy. It is used in the stable environments which guarantee the ceteris paribus conditions for forecasting, optimizing the conditions, structure and actions in the future. Acknowledging the inflexibility of planning, George Steiner stated that plans are commitments, or should be and thus they limit choice. They tend to reduce initiative to arrange alternatives beyond the plans (Steiner, 1979, 46). Effective strategists are not people who abstract themselves from the daily details but quite the opposite: they are the ones who immerse themselves in it, while being able to abstract the strategic message from it (Mintzberg, 1994, 256). Good strategy is the one that does not need to be changed in a short period. Strategy is a framework for resolving problems, not a specific way to resolve the problems (Rumelt, 1980, 365 cited in Mintzberg, 1990, 182). Researchers of the classical approach confess that there is an evident problem with inability to predict the future, acknowledged the imperfections of the top manager, time pressure and the influence of the thousands of unknown factors (Christensen et al., 1985, 3). The formulation and the implementation process cannot follow one after another, but they appear rather simultaneously, where as soon as the process of formulation is close to the end, the process of implementation already starts. Andrews points the need to find a balance between focus and flexibility while deciding on the partial unknown facts, risk, and uncertainty (Ansoff, 1987, 115). The emergent strategies rise in the moment of implementation. In order to foster the rise of such a strategies firm needs to have a system of supporting the signals from the environment, drive from the middle management to support ideas and propose changes and have an open mind to continuous changes in the strategy and the behavior accordingly. The opposing, flexible approach to strategy creating is the adaptive way of forming strategy characterized by the following facts (Mintzberg, 1973, 405-406): There are no clearly defined goals; the strategy is a reflection of the political influence of individual interest groups within and outside the firm. There is no central position of political power and no simple goals. The firm ignores the inconsistency between goals. The firm cannot achieve the maximization of profit, but has to find a solution to the problems good enough to meet the restrictions, The process of strategic management, by its character, reacts to the emerged problems, contrary to the active approach towards new opportunities. In a constantly changeable environment, there are many issues to be solved, and if there were time for exploring new opportunities, the lack of goals clarity would make the soundness of such action impossible, Decisions are made in a step-by-step rhythm. Since we are dealing with a complex environment, the firm cannot risk making a wrong important decision. It should make a number of smaller decisions whose feedback will lead to a correct final decision. Forming a strategy is an endless process of successive steps in which continuous nibbling replaces the big bite (Lindblom, cited in Mintzberg, 1973, 47), Individual demands put in front of a firm are contradictory and the manager does not have the mental capacity to reconcile them. The process of forming strategy is fragmented by nature but remains flexible. James Brian Quinn continued the Lindbloms work on incrementalism and in 1978 published Strategies for Change: Logical Incrementalism. In the business sector, a central actor- strategist is pulling all activities and directing them toward the common goal and strategy. There is incrementalism, but it is logical, not disjoined. The role of strategic management means trying to develop or maintain in the top executives minds a consistent pattern among the decisions made in each subsystem (Quinn, 1980, 52 cited by Mintzberg, Ahlstrand, Lampel, 1998, 181). The process of strategic management is continuous and pulsing dynamic, and managers should build the seeds of understanding, identity, and commitment into the very processes that create their strategies. By the time the strategy begins to crystallize in focus, pieces of it are already being implemented. Through their strategic formulation processes, they have built a momentum and psychological commitment to the strategy that causes it to flow toward flexible implementation. Constantly integrating the simultaneous incremental processes of strategy formulation and implementation is the central art of effective strategic management (Quinn, 1980, 145 cited in Mintzberg, Ahlstrand, Lampel, 1998, 181-182). The Power of Different Strategy Apart from the dichotomy approach, there is a third way of approaching process of strategic management recognized in the literature of strategic management. The third way recognizes the possibility of (un)successful firms in which there could not be possible to establish a pattern of logical activities directed toward accomplishing the goal. The organizational anarchy (Haberberg, Rieple, 2001, 650) is name for all those firms that lack any form of strategic direction or formally expressed strategy and still perform successfully. These examples question the need for strategy and strategic management in general (Cohen, March i Osen, 1972 in Stacey, 1993, 192). Inkpen and Choudhury (1995) consider the firms in the extremely dynamic environment as the appropriate candidates for such approach. Furthermore, if such state of non-existence of strategy creates environment in which the goal is vague or not existing, and the activities are in contradiction and conflict, one could state garbage-can model (Cohen, March, Olsen, 1972 in Stacey, 1993, 192). It is characterized by the environment in which problems, participants and the solution rise from the situation, moment and the circumstance. The decisions are taken without previous considerations in a blink of the second without considerations about the consequences. Some decisions are taken by accident; the organization has the lack of the values and cultural values are not coordinated. There is a constant flow of new problems, crisis, new people, and exceptions from common rules. There is no clear hierarchy and the distribution of power is close to egalitarian (Stacey, 1993, 270). The individuals do not have the sense of direction and they search for their own role in the firm. The nation level strategy The characteristics of the strategic management process in the private firm are not identical to the characteristics of the national government. The complexity of environment, factors, multiplication of stakeholders, and the political process of elections cycles contribute to even more challenging aspect of formulating, implementing, controlling and evaluating strategy on the national level. Managing the development of the state is complex issue due to the dynamic market mechanism that shapes the behavior and slow public administration trying to fulfill the obligations serving as the modern democratic state. The Republic of Croatia had a number of strategies, the two recently are named Government program in the period 2008-2011 and for the period 2009-2011. The program defines the goals and measures in the specific sector and field of governance during the mandate. The bottom-up approach of statistical data from the database of the Croatian Chamber of Economy was gathered in 2006 and 2010. The authors used the formal database although there has been seen some technical inconsistency when data mining. The tables 1 and 2 show the three most widespread sectors according to the number of firms in 2006 and 2010. Based on the data in Table 1 the sector that has the largest number of firms is the trade ranging from 47,7% up to the 61,3% from total number of firms in different counties. The second placed is shared by the processing industry, ranging from 22,0% up to 31,7 % in specific counties; and real-estate business and rental ranging from 19,9 % up to 34,2%. The third place of sectors is divided between again real-estate business and rental and processing industry and construction, hotels and restaurants, agriculture and forestry. All other sectors are present in less than 20% of the total number of firms. According to this data our economy is based on the trade, processing industry and real-estate sector and rentals. The strategic initiatives should be directed toward the decision whether the characteristics of trade sectors will bring benefit to Croats. Trade should be directed toward the wider region and should promote Croatian processing industry. Processing industry is the sector that has the tradition and the large number of employees that present the potential social problems in society if considering a radical downsizing. The future of those firms depend on their search for the competiveness on the global market by keeping the number of employees stable which is one additional challenge to face. Real-estate business is the mark of the changes in the ownership, mobility of the people, the structure of the nation and the level of their living standard. Table 1: The three most widespread frequent sectors according to the number of firms in 2006 CountyRank 1Rank 2Rank 3SumNKDNum%NKDNum%NKDNum%Zagreba kaG12.51753,9K6.56328,2D4.15217,923.232Splitsko-dalmatinskaG3.18359,6K1.23223,0D93017,45.345Primorsko-goranskaG2.10947,7K1.51334,2D80318,14.425IstarskaG2.10250,3K1.33331,9D74417,84.179Osje ko-baranjskaG1.41061,3K45919,9D43418,82.303Dubrova ko-neretvanskaG80354,7K42128,7H24416,61.468Vara~dinskaG82952,8D38324,4K35722,81.569MeimurskaG66951,9D37228,9K24819,21.289Karlova kaG56653,9D28326,9K20219,21.051`ibensko-kninskaG49748,0D34933,6K19118,41.037ZadarskaG71858,8K27822,8D22418,41.220Po~eako-slavonskaG45152,1D22926,5K18521,4865Sisa ko-moslava kaG48658,2D21525,7K13516,1836Bjelovarsko-bilogorskaG45051,8D26029,9K15918,3869Krapinsko-zagorskaG41150,5D25831,7F14517,8814Vukovarsko-srijemskaG45858,5D17622,4F15019,1784Koprivni ko-kri~eva kaG43254,8D22228,1K13517,1789Brodsko-posavskaG22956,9D11227,9K6115,2402Viroviti ko- podravskaG26458,7D9922,0A8719,3450Li ko-SenjskaG16355,8D7124,3F5819,8292 HYPERLINK "http://www.hgk.hr/" Source: www.hgk.hr (July 2006) Remark: The classification system used is NKD 2002. Table 2 presents the same data just four years apart. In 2010 the dominance of trade lost the first place only in three counties and replaced it with transport and storage and financial and insurance sectors. The second place offers more variety of sectors; processing industry, energy, gas, steam and air-conditioners, construction. The third rank is mostly for construction. The sector of providing intellectual services (professional, scientific and technical activities) is interesting to realize as the sector appearing in one county as the second and some others as the third level sector. This is the first sign of the proof that existing knowledge can be explored for some benefits. When looking the comparison of the two years, the Republic of Croatia is still dominated by trade with the very slow rate of decline during these four years. Processing industry is declining in the number of firms while construction becomes one of the dominant third priority sectors. There is a variety of sectors that are placed as the third level sectors, but in a few years will probably replace trade. Those sectors will denote the direction of development of the state being the result of either the public policy or opportunity on the open market seen by the entrepreneurs. Table 2: The three most widespread sectors according to the number of firms in 2010 CountyRank 1Rank 2Rank 3SumNKDNum%NKDNum%NKDNum%Zagreba kaG1431052,6M753827,7F535019,727198Splitsko-dalmatinskaG395947,1K296235,2F149317,78414Primorsko-goranskaH1055569,7G318721,0F14079,315149IstarskaK339446,5G271037,1F119216,37296Osje ko-baranjskaG160558,4C59821,8F54319,82746Dubrova ko-neretvanskaK102642,8G96840,4H40416,82398Vara~dinskaG103753,2C52326,8M38819,91948MeimurskaG88147,5D54829,5F42623,01855Karlova kaG68653,8C36728,8M22317,51276`ibensko-kninskaG66157,4F24521,3C24521,31151ZadarskaG89052,5F47127,8C33419,71695Po~eako-slavonskaG24152,4C13228,7F8718,9460Sisa ko-moslava kaG54852,6C28827,7F20519,71041Bjelovarsko-bilogorskaG57453,3C34832,3M18216,91077Krapinsko-zagorskaG49744,8C33229,9F28125,31110Vukovarsko-srijemskaG62754,5D28624,9F23720,61150Koprivni ko-kri~eva kaG166078,0C29113,7F1768,32127Brodsko-posavskaG51644,6C33729,1F30426,31157Viroviti ko- podravskaG32754,4C14824,6A12621,0601Li ko-SenjskaG18146,9C11630,1F8923,1386 HYPERLINK "http://www.hgk.hr/" Source: www.hgk.hr (September 2010) Remark: The classification system used is NKD 2007. (not comparable to the Table 1 codes) Instead of the conclusion As the classical approach in the strategic management literature suggested the process of planning should be as deliberate as possible based on the number of proofs, facts and data. At the moment when strategy implementation takes the leading part, there should be more space for the emergent initiatives to enter the grand plan and make interventions according to the changes in the environment. Although some of the firms, organizations and government lack the ability to plan strategically, there is also a danger in tendency to overuse the strategic planning (Ohmae, 1982, 225) and make a different type of strategic mistake. Reality checks between the strategy and the statistical data reveals that strategy should be focusing more on the scope and structure of the trade, its consequences and trade-offs for other sectors. The second issue is the changing structure of the economy. The processing industry is losing its importance and letting others to become the dominant part of economy. The question is whether the other sector will contribute the creation of new goods and be competitive on the domestic and foreign markets and employ as many people as processing industry did. Only three counties found their way to promote other activities apart from trade and they should be an example of good practice other counties could follow. The appearance of a variety of sectors in 2010 as the third level sectors is a sign that Croatia is directing towards development in a different direc@BNR`bdֳyayHy8h8*0JOJQJ^JmH sH 0h8*h8*0J>*B*OJQJ^JmH phsH /jh8*h8*OJQJU^JmH sH -jh8*h8*0JOJQJU^JmH sH $h8*h7#0JOJQJ^JmH sH h"n0JOJQJ^JmH sH hK0JOJQJ^JmH sH $h8*h8*0JOJQJ^JmH sH $h8*h8*0JOJQJ^JmH sH +h8*h8*5CJOJQJ^JaJmHsHbB  i$$a$gdv $a$gdZ$a$gd=?$a$gd;gde`n $`a$gd8* $`a$gdU$d`a$gdU " . 2 @ B D 翬ydS;d/jh8*h8*OJQJU^JmH sH h8*h8*OJQJ^JmH sH )jh8*h8*OJQJU^JmH sH $h8*h7#0JOJQJ^JmH sH h"n0JOJQJ^JmH sH hK0JOJQJ^JmH sH $h8*h8*0JOJQJ^JmH sH $h8*h8*0JOJQJ^JmH sH )ho0J5CJOJQJ^JaJmH sH /h8*h8*0J5CJOJQJ^JaJmH sH   9 hitqbqPA2b2bhV6OJQJ^JmH sH hA6OJQJ^JmH sH #hVh_6OJQJ^JmH sH h<6OJQJ^JmH sH #hVh;6OJQJ^JmH sH #hVhA6OJQJ^JmH sH +hVhI]5CJ OJQJ^JaJ mH sH +h8*h/5CJ(OJQJ^JaJ(mH sH  h8*h8*OJQJ^JmH sH )jh8*h8*OJQJU^JmH sH 0h8*h8*0J>*B*OJQJ^JmH phsH "JL Ʈ}k}kYk}kG#hVhZ6OJQJ^JmH sH #h:h(x 6OJQJ^JmH sH #h:h<6OJQJ^JmH sH #h:hZ6OJQJ^JmH sH h:OJQJ^JmH sH  h=?h=?OJQJ^JmH sH . *h<hI]5CJ OJQJ^JaJ mH sH +h<h*5CJ OJQJ^JaJ mH sH  h8*hAOJQJ^JmH sH #hVhV6OJQJ^JmH sH $ qzr<Rc,ӽyhhWhhWFF h8*hb OJQJ^JmH sH  h8*h OJQJ^JmH sH  h8*h +OJQJ^JmH sH  h8*h+OJQJ^JmH sH  h8*h_OOJQJ^JmH sH  h8*h`OJQJ^JmH sH  h8*hv OJQJ^JmH sH +hZhI]5CJ OJQJ^JaJ mH sH +hZhS5CJ OJQJ^JaJ mH sH +hZh:5CJ OJQJ^JaJ mH sH ,yl']( 0 j r z ͼ͚ͫv`O>O> h8*hVuOJQJ^JmH sH  h8*h|:OJQJ^JmH sH +hZh+5CJ OJQJ^JaJ mH sH %hZ5CJ OJQJ^JaJ mH sH  h8*h_OOJQJ^JmH sH  h8*h(0OJQJ^JmH sH  h8*h]z OJQJ^JmH sH  h8*h:OJQJ^JmH sH  h8*h$OJQJ^JmH sH  h8*heAGOJQJ^JmH sH  h8*h(OJQJ^JmH sH ( !"$%,K,.7.0T3|35N8:<$a$gdjA $ \ a$gdM$a$gdr? $ & Fa$gdeAG$a$gdeAG$ & Fd1$9DH$a$gd$ & Fda$gd$a$gd$a$gd+z 0!1!B!J!K!!!!!"""#=##$$%%%%%%9&W&'X''(ͼzhZhIZZZZ h8*hMgOJQJ^JmH sH hvh-OJQJ^JmH sH #h8*h>*OJQJ^JmH sH #h8*h5OJQJ^JmH sH hs3OJQJ^JmH sH  h8*hOJQJ^JmH sH  h8*hVuOJQJ^JmH sH  h8*h|:OJQJ^JmH sH hZOJQJ^JmH sH #h8*hFgt6OJQJ^JmH sH #hUh|:6OJQJ^JmH sH (w(x(($)@)))*3*A*^*****+ ,,J,- ...6.011?1D1a13/303M3T3U3Y3ﭾޜދЋЋЋv`+hvh-h 5CJ OJQJ^JaJ mH sH (hvh-h CJ OJQJ^JaJ mH sH  h8*hr?OJQJ^JmH sH  h8*hg~OJQJ^JmH sH  h8*heAGOJQJ^JmH sH #h8*h>*OJQJ^JmH sH hvh-OJQJ^JmH sH  h8*hMgOJQJ^JmH sH  h8*hOJQJ^JmH sH %Y3Z3b3c3t3u3|3!4"4-4.45`6}6N7k7$8G8N8t879T9::::; ;;;I<±± pp_ h8*h/iOJQJ^JmH sH  h8*hiLOJQJ^JmH sH  h8*hMOJQJ^JmH sH hvh-OJQJ^JmH sH  h8*hr?OJQJ^JmH sH  h8*hMgOJQJ^JmH sH  h8*hjAOJQJ^JmH sH +hvh-h 5CJ OJQJ^JaJ mH sH +hvh-hjA5CJ OJQJ^JaJ mH sH I<J<y<<<<<<<A'A1A=AFAcA:B;BBBC#D2DEDbDFF G%G0G1GQGRGGͼͼͮͮͮͮͮ͊͜͜͜͜t^+hvh-h=t5CJ OJQJ^JaJ mH sH +hvh-hv 5CJ OJQJ^JaJ mH sH #h8*hv 5OJQJ^JmH sH #h8*hM6OJQJ^JmH sH hvh-OJQJ^JmH sH  h8*hr?OJQJ^JmH sH  h8*hMOJQJ^JmH sH  h8*h/iOJQJ^JmH sH  h8*h;OJQJ^JmH sH  <o>?jA:B;B0G1GRGuJ+N,NGNQXX;YBY$d$Ifa$gda$a$gdvh-$a$gdc/ $a$gd"$a$gd_$a$gd9gde`n$a$gd/i $h^ha$gd/i$ & F da$gdMGGGGHHIIIIIIII JuJ3KDK`KbKnKoKuKKKLMMMMM+Nͼͼ͌ziXX h8*h\OJQJ^JmH sH  h8*hMgOJQJ^JmH sH #hh_6OJQJ^JmH sH  h8*hp#%OJQJ^JmH sH hvh-OJQJ^JmH sH  h8*hS]OJQJ^JmH sH  h8*h_OJQJ^JmH sH  h8*h9OJQJ^JmH sH  h8*h/iOJQJ^JmH sH  h8*hh9OJQJ^JmH sH +N,NGNKNwNNNNNGONOOOOPQQQ6RRRQSSƵƵqq`O`qOq`> h8*h@OJQJ^JmH sH  h8*hyOJQJ^JmH sH  h8*hM)OJQJ^JmH sH  h8*hOJQJ^JmH sH  h8*hA"OJQJ^JmH sH  h8*hLQOJQJ^JmH sH  h8*h"OJQJ^JmH sH  h8*h|wOJQJ^JmH sH  h8*h$?OJQJ^JmH sH +hvh-h$?5CJ OJQJ^JaJ mH sH #h8*h$?5OJQJ^JmH sH SS6TJTVTuTwTTTTTTT UUUsUUUUU~WWWW XXXXXXXXXͼޫＫ﫚：xxxxjY h8*hOJQJ^JmH sH hw39OJQJ^JmH sH  h8*hKOJQJ^JmH sH  h8*hw39OJQJ^JmH sH  h8*hU@OJQJ^JmH sH  h8*hc/ OJQJ^JmH sH  h8*hqOJQJ^JmH sH  h8*h2'OJQJ^JmH sH  h8*h@OJQJ^JmH sH  h8*h73IOJQJ^JmH sH !XXXXXY-Y2Y:Y;Y[Y\Y{Y|YZtZvZZZt[v[[[V\X\\\]пЮ}f}O}O}O}O}O}O}O,h8*hWCJOJPJQJ^JaJnHtH,h8*hWCJOJPJQJ^JaJnHtH,h8*hWCJOJPJQJ^JaJnHtH2h8*hW5CJOJPJQJ\^JaJnHtH h8*hJA^OJQJ^JmH sH  h8*hM)OJQJ^JmH sH  h8*hF.OJQJ^JmH sH hvh-OJQJ^JmH sH  h8*hWOJQJ^JmH sH BYIYPYWY[Y\Y]YaYCkd$$Ifl,r #O&&U t#44 labp2yta$d$Ifa$gdaaYeYgYkYoYqYuYyY{Y|Y}YZZ(Z2Z6ZBZLZPZ\ZfZtZvZZZZZFf: Ffb$d$Ifa$gdaZZZZZZZZZ["[.[8[<[H[R[V[^[h[t[v[[[[[[[FfFf $d$Ifa$gda[[[[[[[\\\\"\*\4\8\@\J\V\X\\\\\\\\\Ff*Ffn$d$Ifa$gda\\\\\\\\]]]]]&]0]<]>]T]X]`]j]n]v]]]Ff%$d$Ifa$gd@Ff $d$Ifa$gda]] ]]]]]$]&].]<]>]]]^ ^B^D^F^L^N^V^X^Z^\^b^d^l^z^|^^^L_N___8`:``` a"aaabb|b~bbbb$c&cdcfcһһһһһһһһһһһһһһ$hvh-hvh-OJPJQJ^JnHtH-jhvh-hvh-OJPJQJU^JnHtH,h8*hWCJOJPJQJ^JaJnHtH,h8*hWCJOJPJQJ^JaJnHtH,h8*h@CJOJPJQJ^JaJnHtH6]]]]]]]]]]]]]]]^ ^,^0^8^B^F^N^X^\^$d$Ifa$gd@Ff/Ff^*$d$Ifa$gda\^d^n^z^|^^^^^^^^^^^^^_____$_._2_Ff8Ff3$d$Ifa$gda$d$Ifa$gd@2_:_D_L_N_t_x______________`````&`0`FfAFf6=$d$Ifa$gda0`8`:```d`l`v`z``````````````aaaa a"aFfPFfXKFfF$d$Ifa$gda"aPaTa\afajara|aaaaaaaaaaaaaaaabb6b:bFfzYFfT$d$Ifa$gda:bBbLbPbVb`bdbjbtb|b~bbbbbbbbbbbbbhcc$a$gd\3$a$gdvh-FfbFf0^$d$Ifa$gdafchcxcccccdbefffffffffff$gg8h9h賢oo^MM<^M h8*h\3OJQJ^JmH sH  h8*hOJQJ^JmH sH  h8*hqOJQJ^JmH sH  h8*hOOJQJ^JmH sH  h8*h$OJQJ^JmH sH  h8*h73IOJQJ^JmH sH  h8*h2'OJQJ^JmH sH  h8*hZsOJQJ^JmH sH $hvh-hyOJPJQJ^JnHtH hvh-hyOJQJ^JmH sH  hvh-hr/OJQJ^JmH sH  hvh-hvh-cfh;iBiIiPiWi[i$d$Ifa$gda$a$gdvh-$a$gd\39hphhhhhhh i-i2i;i[i\i{i|ijljnjjjfkhkkkͿͮ̓͝lUl>l>l>l>l,h8*hWCJOJPJQJ^JaJnHtH,h8*hWCJOJPJQJ^JaJnHtH,h8*hWCJOJPJQJ^JaJnHtH2h8*hW5CJOJPJQJ\^JaJnHtH h8*hJA^OJQJ^JmH sH  h8*hM)OJQJ^JmH sH hvh-OJQJ^JmH sH  h8*hF.OJQJ^JmH sH  h8*hKi:OJQJ^JmH sH  h8*hqOJQJ^JmH sH [i\i]iaieigikioiSBBBBBB$d$Ifa$gdakdZe$$Ifl9r #O&&H t#644 labp2ytaoiqiuiyi{i|i}ijj&j0j4j>jHjLjVj`jljnjjjjjjjFfn$d$Ifa$gdJA^Ffi$d$Ifa$gdajjjjjjjkk"k,k0k:kDkHkRkZkfkhkzk~kkkkkFf*yFfs$d$Ifa$gda$d$Ifa$gdJA^kkkkkkkkkl lll l$l,l6l@lBlpltl~llllFfFfb~$d$Ifa$gda$d$Ifa$gdJA^k@lBlll&m(mmmmm^n`nnn,o.oooppppq qqqqqnrprrrrssbsdsfsvssssһl$hvh-hyOJPJQJ^JnHtH hvh-hyOJQJ^JmH sH  hvh-hr/OJQJ^JmH sH  hvh-hvh-$hvh-hvh-OJPJQJ^JnHtH-jhvh-hvh-OJPJQJU^JnHtH,h8*hWCJOJPJQJ^JaJnHtH,h8*hWCJOJPJQJ^JaJnHtH*lllllllllllllm mmm&m(m>mBmJmTmXm`mFf Ff҈$d$Ifa$gda$d$Ifa$gdJA^`mjmnmvmmmmmmmmmmmmmmmmnnn(n,n4nFfzFfB$d$Ifa$gda$d$Ifa$gdJA^4n>nBnJnTn^n`nrnvn~nnnnnnnnnnnnnnnoFfFf$d$Ifa$gda$d$Ifa$gdJA^oooo$o,o.oToXo`ojonovoooooooooooooFfZFf"$d$Ifa$gda$d$Ifa$gdJA^oopppppDpHpPpZp^pfppptp|ppppppppppFfʷFf$d$Ifa$gda$d$Ifa$gdJA^pppppq q8qrFrPrTr\rfrnrprrrrrrrFfFfr$d$Ifa$gda$d$Ifa$gdJA^rrrrrrrfs t'tv+ $da$gd"n & F h^`gd,$a$gdj$a$gdK7gde`n$a$gdvh-$a$gdvh-Ff$d$Ifa$gda$d$Ifa$gdJA^ss t tt't-t.tuZvhvlvvvwwͷn]O>]>]- h8*hlOJQJ^JmH sH  h8*h.JOJQJ^JmH sH hvh-OJQJ^JmH sH  h8*heOJQJ^JmH sH  h8*hVOJQJ^JmH sH  h8*hWOJQJ^JmH sH  h8*hKOJQJ^JmH sH +hvh-h=t5CJ OJQJ^JaJ mH sH +hvh-h6=5CJ OJQJ^JaJ mH sH  hvh-hvh-OJQJ^JmH sH  hvh-hr/OJQJ^JmH sH  hvh-hyOJQJ^JmH sH ww xxxiyy% fn&˺˺yfSf$h)ghj0JOJQJ^JmH sH $h)ghj0JOJQJ^JmH sH h)gOJQJ^JmH sH  h)ghOJQJ^JmH sH  h)ghn7OJQJ^JmH sH  h8*hOJQJ^JmH sH  h8*h.A OJQJ^JmH sH  h8*hWyOJQJ^JmH sH U h8*h(|OJQJ^JmH sH  h8*hr/OJQJ^JmH sH tions apart from the common tendency towards the trade. The public policies should provide a strong push towards other sectors and providing a turning point from the trade and non competitive processing industry. The strategy should be directed towards the new more knowledge- oriented sectors. Due to the size of Croatia there should be a selective approach towards the entrepreneurial initiatives in each of the counties while only few of the firms hold and turn the economy of the whole region. The sector policy directions find a quite controversy feedback in practice while setting general rules many individual entrepreneurs find themselves blocked by the implementation procedure of the public policy measures. The economy growth in its essence is a complex and long term issue and it can not be isolated from social development and development of ethical values. It is important to operate using proactive and methodical thinking to create a way of achieving competitiveness opportunities. Apart from the sector structure development imbalance, in Croatia, there is also an imbalance between the levels of county development. The concentration of firms is higher in certain counties: Zagreba ka, Primorsko goranska, Istria, Splitsko dalmatinska, which is reflected in an unbalanced distribution of GDP per capita. Strategy of the Republic of Croatia should be formulated for the next 10-20 years time as the general direction and list of priority sectors that government will support and promote while the public policy measures and specific outputs should be planned, formulated, implemented and controlled in the four years election cycles by the leading political party in power. The situation in the Republic of Croatia is still oriented towards the trade and processing industry that is not competitive either on the domestic or foreign markets and both of them employ the number of people in the country. References Books Andrews, Kenneth. 1987. The Concept of Corporate Strategy. Homewood: Dow-Jones-Irwin. ISBN 0870949837. Chandler, Alfred D. 1962. Structure and Structure. Cambridge: The Belknap Press of M.I.T. Press. Christensen, Roland., Andrews, Kenneth., Bower, Joseph, Hammermesh, Ricard & Porter, Michael. 1982. Business Policy, Text, and Cases. (5th ed.) Homewood: Irwin. Christensen, Roland., Berg, Norman, Salter, Malcolm, Stevenson, Hovard. 1985. Policy Formulation and Administration. Homewood: Irwin. Haberberg, Adrian. & Rieple, Alison. 2001. The Strategic Management of Organizations, Arlow: Prentice Hall. ISBN ISBN 0130219711. Mintzberg, Henry, Ahlstrand, Bruce. & Lampel, Joseph. 1998. Strategy Safari, A Guided Tour Through the Wilds of Strategic Management. New York: The Free Press. ISBN 0743270576. Ohmae, Kenichi. (1982). The Mind of the Strategist. New York: McGraw  Hill. ISBN 0070475954 Stacey, Ralph. (1993). Strateaki menad~ment i organizacijska dinamika. Zagreb: Mate. ISBN 953-6070-35-9 Steiner, George. (1979). Strategic Planning, What Every Manager Must Know. New York: The Free Press. ISBN 0-02-931110-1 2) Articles Andrews, Kenneth. 1981. Replaying the Boards role in Formulating Strategy. Harvard Business Review. May/June. 24, 105,106. ISSN 0017-8012. Ansoff, Igor. 1987. The Emerging Paradigm of Strategic Behavior. Strategic Management Journal, 8. 115. ISSN 0143-2095. Mintzberg Henry. 1973. Strategy-Making in Three Modes. California Management Review, XVI, 44-53. 47, 405, 406. ISSN 0008-1256. Mintzberg, Henry&8:<Tt,.NRfj *+NOdڮ{{{ h8*hU.DOJQJ^JmH sH  h8*h.A OJQJ^JmH sH  h8*hOJQJ^JmH sH 1h8*hn7OJQJ^JfHmH q sH $h)ghj0JOJQJ^JmH sH $h)ghj0JOJQJ^JmH sH $h)gh0JOJQJ^JmH sH ) -\]^klq~οziiWiJ99 heh$yOJQJ^JmH sH hehQOJQJ^J#hehQ6OJQJ^JmH sH  hehQOJQJ^JmH sH !heh"nB*OJQJ^Jph#hehT6OJQJ^JmH sH  hehTOJQJ^JmH sH  heh"nOJQJ^JmH sH h$y5OJQJ^JmH sH #h8*hn75OJQJ^JmH sH h<5OJQJ^JmH sH  h8*heOJQJ^JmH sH ]^ 68 $d7$8$H$^a$gd$y $da$gd"n$d7$8$H$a$gd"n$d7$8$H$a$gd$y $da$gd$y $da$gdQ~"#-3AFHKLNUVefsޮޜދzziziziiWW#heh"n6OJQJ^JmH sH  hehs"OJQJ^JmHsH heh"nOJQJ^JmHsH heh$yOJQJ^JmHsH#heh$yH*OJQJ^JmH sH #heh$y6OJQJ^JmH sH  hehs"OJQJ^JmH sH heh$yOJQJ^J heh$yOJQJ^JmH sH  heh"nOJQJ^JmH sH " H48:JRf涤Ǔxjx]PhehTOJQJ^JhehOJQJ^Jhehe6OJQJ^Jheh$y6OJQJ^JheheOJQJ^J heh"nOJQJ^JmH sH #heh"n6OJQJ^JmH sH  heh"nOJQJ^JmHsH!heh"nB*OJQJ^Jphheh"n6OJQJ^Jheh"nOJQJ^Jheh$yOJQJ^Jf(< ˾˰wi[i[wN= heh"nOJQJ^JmH sH heh"nOJQJ^Jh,h$y5OJQJ^Jh,h,5OJQJ^Jheh$yOJQJ^JhehOJQJ\^Jheh$y6OJQJ\^JheheOJQJ\^Jheh$yOJQJ\^JhehOJQJ^J heh$yOJQJ^JmH sH  heh$yOJQJ^JmHsH#heh$y6OJQJ^JmHsH EF $da$gdT$d1$9DH$a$gd"n $da$gd"n^gd$y$d7$8$H$a$gdT23BO 4DRVѶĴџs^(heh"n0JB*OJQJ\^Jphheh"n0JOJQJ^Jheh"nOJQJ]^Jheh"n0JOJQJ^J(heh"n0J>*B*OJQJ^JphUheh"nOJQJ\^JheheOJQJ^Jheh"nOJQJ^J heh"nOJQJ^JmH sH  heheOJQJ^JmH sH ". 1990. The Design School: Reconsidering the Basic Premises of Strategic Management. Strategic Management Journal. 11 (3). March/April. 176, 177, 182. ISSN 0143-2095. Mintzberg, Henry. 1994. The Fall and Rise of Strategic Planning, Harvard Business Review, January/February, 72 (1), 107- 114. 38, 189, 256. ISSN 0017-8012. Wildavksy, Aaron. 1973. If Planning is Everything Maybe it's nothing. Policy Sciences, 4, 127-153. 130. ISSN 0032-2687. 3) Web pages http:/www.hgk.hr, July 2006, September 2010. Ŵhs"OJQJ^JmH sH  h8*hS]OJQJ^JmH sH  h8*h$yOJQJ^JmH sH #hs"hs"5OJQJ^JmH sH hs"hs"5OJQJ^Jhs"OJQJ^J61h/R :pvh-. A!"#$% DyK ljelenc@efri.hryK Fmailto:ljelenc@efri.hryX;H,]ą'cDyK vivancic@efri.hryK Hmailto:vivancic@efri.hryX;H,]ą'c$$Ifb!vh555O55U#v#v#vO#v#vU:V l, t#,555O55U9/ abp2yta$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lT t#, 55z5y5555 5 ,5 U999 / abpnytarkd$$IflT j F Y #z&y&&&&&,&U t#,,,,44 labpnytab$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V l@ t#, 55z5y5555 5 ,5 U9/ /  / /  / / / /  / / / / / / /  abpnytarkd$$Ifl@ j F Y #z&y&,U t#,,,,44 labpnytaF$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lJ t#, 55z5y5555 5 ,5 U9/ /  / /  / / /  / / /  / / / abpnytarkd $$IflJ j F Y #z&y&,U t#,,,,44 labpnytaF$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lT t#, 55z5y5555 5 ,5 U9/ /  / /  / / /  / / /  / / / abpnytarkdj$$IflT j F Y #z&y&,U t#,,,,44 labpnytaF$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V l6 t#, 55z5y5555 5 ,5 U9/ /  / /  / / /  / / /  / / / abpnytarkd&$$Ifl6 j F Y #z&y&,U t#,,,,44 labpnytaF$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V l6 t#, 55z5y5555 5 ,5 U9/ /  / /  / / /  / / /  / / / abpnytarkd$$Ifl6 j F Y #z&y&,U t#,,,,44 labpnytaF$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lh t#, 55z5y5555 5 ,5 U9/ /  / /  / / /  / / /  / / / abpnytarkd$$Iflh j F Y #z&y&,U t#,,,,44 labpnytaF$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lJ t#, 55z5y5555 5 ,5 U9/ /  / /  / / /  / / /  / / / abpnytarkdZ#$$IflJ j F Y #z&y&,U t#,,,,44 labpnytaF$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lJ t#, 55z5y5555 5 ,5 U9/ /  / /  / / /  / / /  / / / abpnytarkd($$IflJ j F Y #z&y&,U t#,,,,44 labpnyta@$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V l; t#, 55z5y5555 5 ,5 U/ /  / /  / / /  / / /  / / / abpnytarkd,$$Ifl; j F Y #zy,U t#,,,,44 labpnyta@$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V l6 t#, 55z5y5555 5 ,5 U/ /  / /  / / /  / / /  / / / abpnytarkd1$$Ifl6 j F Y #zy,U t#,,,,44 labpnyta@$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lJ t#, 55z5y5555 5 ,5 U/ /  / /  / / /  / / /  / / / abpnytarkd>6$$IflJ j F Y #zy,U t#,,,,44 labpnyta@$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lT t#, 55z5y5555 5 ,5 U/ /  / /  / / /  / / /  / / / abpnytarkd:$$IflT j F Y #zy,U t#,,,,44 labpnyta@$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V l^ t#, 55z5y5555 5 ,5 U/ /  / /  / / /  / / /  / / / abpnytarkd?$$Ifl^ j F Y #zy,U t#,,,,44 labpnyta@$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V l^ t#, 55z5y5555 5 ,5 U/ /  / /  / / /  / / /  / / / abpnytarkd`D$$Ifl^ j F Y #zy,U t#,,,,44 labpnyta@$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lT t#, 55z5y5555 5 ,5 U/ /  / /  / / /  / / /  / / / abpnytarkdI$$IflT j F Y #zy,U t#,,,,44 labpnyta@$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lJ t#, 55z5y5555 5 ,5 U/ /  / /  / / /  / / /  / / / abpnytarkdM$$IflJ j F Y #zy,U t#,,,,44 labpnyta@$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lJ t#, 55z5y5555 5 ,5 U/ /  / /  / / /  / / /  / / / abpnytarkdR$$IflJ j F Y #zy,U t#,,,,44 labpnyta@$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lJ t#, 55z5y5555 5 ,5 U/ /  / /  / / /  / / /  / / / abpnytarkd8W$$IflJ j F Y #zy,U t#,,,,44 labpnyta@$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lT t#, 55z5y5555 5 ,5 U/ /  / /  / / /  / / /  / / / abpnytarkd[$$IflT j F Y #zy,U t#,,,,44 labpnyta@$$Ifb!v h55z5y555555 5 ,5 U#v#vz#vy#v#v#v#v #v ,#v U:V lJ t#, 55z5y5555 5 ,5 U/ /  / /  / / /  / / /  / / / abpnytarkd`$$IflJ j F Y #zy,U t#,,,,44 labpnyta_$$Ifb!vh555O55H#v#v#vO#v#vH:V l9 t#6,555O55H9/ / / /  / / / /  abp2yta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l` t#6, 555S5555 5 -5 H999 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukdf$$Ifl` j F Y #&S&&&&&-&H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukdk$$Ifl j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l9 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukd1q$$Ifl9 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l9 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukdiv$$Ifl9 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukd{$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukdـ$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukd$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukdI$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukd$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukd$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukd$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukd)$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukda$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukd$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukdѯ$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukd $$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukdA$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukdy$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukd$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukd$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnyta$$Ifb!v h555S555555 5 -5 H#v#v#vS#v#v#v#v #v -#v H:V l6 t#6, 555S5555 5 -5 H99 / /  / / / / /  / / / / / /  / /  / / / / / / abpnytaukd!$$Ifl6 j F Y #S&&-H t#6,,,,44 labpnytaj 666666666vvvvvvvvv666666>6666666666666666666666666666666666666666666666666hH6666666666666666666666666666666666666666666666666666666666666666662 0@P`p2( 0@P`p 0@P`p 0@P`p 0@P`p 0@P`p 0@P`p8XV~ OJPJQJ_HmHnHsHtHJ`J ]=Normal dCJ_HaJmHsHtH DA`D Default Paragraph FontRi@R 0 Table Normal4 l4a (k ( 0No List DD e`n List Paragraph ^m$4U@4 g0 Hyperlink >*ph.O. S] medium-font*O!* j long_textO1 jhps@OA@ 8*long_text short_textoQ "nst1PK![Content_Types].xmlj0Eжr(΢Iw},-j4 wP-t#bΙ{UTU^hd}㨫)*1P' ^W0)T9<l#$yi};~@(Hu* Dנz/0ǰ $ X3aZ,D0j~3߶b~i>3\`?/[G\!-Rk.sԻ..a濭?PK!֧6 _rels/.relsj0 }Q%v/C/}(h"O = C?hv=Ʌ%[xp{۵_Pѣ<1H0ORBdJE4b$q_6LR7`0̞O,En7Lib/SeеPK!kytheme/theme/themeManager.xml M @}w7c(EbˮCAǠҟ7՛K Y, e.|,H,lxɴIsQ}#Ր ֵ+!,^$j=GW)E+& 8PK!Ptheme/theme/theme1.xmlYOo6w toc'vuر-MniP@I}úama[إ4:lЯGRX^6؊>$ !)O^rC$y@/yH*񄴽)޵߻UDb`}"qۋJחX^)I`nEp)liV[]1M<OP6r=zgbIguSebORD۫qu gZo~ٺlAplxpT0+[}`jzAV2Fi@qv֬5\|ʜ̭NleXdsjcs7f W+Ն7`g ȘJj|h(KD- dXiJ؇(x$( :;˹! I_TS 1?E??ZBΪmU/?~xY'y5g&΋/ɋ>GMGeD3Vq%'#q$8K)fw9:ĵ x}rxwr:\TZaG*y8IjbRc|XŻǿI u3KGnD1NIBs RuK>V.EL+M2#'fi ~V vl{u8zH *:(W☕ ~JTe\O*tHGHY}KNP*ݾ˦TѼ9/#A7qZ$*c?qUnwN%Oi4 =3ڗP 1Pm \\9Mؓ2aD];Yt\[x]}Wr|]g- eW )6-rCSj id DЇAΜIqbJ#x꺃 6k#ASh&ʌt(Q%p%m&]caSl=X\P1Mh9MVdDAaVB[݈fJíP|8 քAV^f Hn- "d>znNJ ة>b&2vKyϼD:,AGm\nziÙ.uχYC6OMf3or$5NHT[XF64T,ќM0E)`#5XY`פ;%1U٥m;R>QD DcpU'&LE/pm%]8firS4d 7y\`JnίI R3U~7+׸#m qBiDi*L69mY&iHE=(K&N!V.KeLDĕ{D vEꦚdeNƟe(MN9ߜR6&3(a/DUz<{ˊYȳV)9Z[4^n5!J?Q3eBoCM m<.vpIYfZY_p[=al-Y}Nc͙ŋ4vfavl'SA8|*u{-ߟ0%M07%<ҍPK! ѐ'theme/theme/_rels/themeManager.xml.relsM 0wooӺ&݈Э5 6?$Q ,.aic21h:qm@RN;d`o7gK(M&$R(.1r'JЊT8V"AȻHu}|$b{P8g/]QAsم(#L[PK-![Content_Types].xmlPK-!֧6 +_rels/.relsPK-!kytheme/theme/themeManager.xmlPK-!Ptheme/theme/theme1.xmlPK-! ѐ' theme/theme/_rels/themeManager.xml.relsPK] p  ,z (Y3I<G+NSX]fc9hksw&~f=?@ABCEFGHJKLMSZ\ajktuwxy{}<BYaYZ[\]\^2_0`"a:bc[ioijkl`m4noopqr>DINOPQRTUVWXY[]^_`bcdefghivz1WgP#PCPyZZZpXXXX8@0(  B S  ?L E ELE ELEEE ELEEEEETBBBcScSoS``GbGbHfHfTfgggp       BBBkSvSvS``NbNbPf[f[fgggp  B*urn:schemas-microsoft-com:office:smarttagscountry-region=*urn:schemas-microsoft-com:office:smarttags PlaceType=*urn:schemas-microsoft-com:office:smarttags PlaceName9*urn:schemas-microsoft-com:office:smarttagsplace  jqr{$%/0;<GMVW^_bclp}~  &')*2467<=ABPRTX_`fgrtyz  !#+ALMVW^_ijtx}    % & 0 3 : ; C D N R ^ c h i q u | }     " ) [d9?bk  Y#b#d#m#$$2%;%P%Y%o)x)/*5*J*S*,,..S3[3f3o3o4y44444e5s5S6\6^6g6i6o699 9)9+919::::;;;;< <<<OKUKVKZK]KaKdKhKkKnKuKxKKKKK9P=PUUUUUUUUUUUUUUV VZZi]n]eeeeeeeeeeKiRiiiii jj#j*j1j:jBjNjUjYjjjjjjjjjjjjjjjjjjjjjjjk k+k4k?kEkkkkkkkkkkkkkkk llll)l/l1l6l@lolllllllllllllllllllmmmmmmn'n(n-n5n=n>nDnEnGnHnMnNnSnUn_nknqnnnnnnnnnnnnnnnnnnnnnnno ooo)o.oVo_oaofonoqorovowozooooooooooooooooooo ppppp%p&p+p1p8p:p@pApIptpypp 9B')R@A_ ` D6I61:4:EEF!FOKUKVK\K]KcKdKjKkKnKqKtKuKxKyK~KKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKLLLL L LL L'L(L,L-L4L5L9L:L?L@LDLELJLLLTLUL\L]LaLbLiLjLnLoLtLuLyLzLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLMM MMMMMMMM#M$M(M)M.M0M:M;M@MAMEMFMKMLMPMQMVMWM[M\MaMcMmMnMsMtMxMyM~MMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMNNNNNNN"N#N'N(N-N.N2N3N6N8NJNKNPNQNUNVN[N\N`NaNfNgNkNlNoNqNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNOOOO O OOOOOOO O"O8O9O>O?OCODOIOJONOOOTOUOYOZO]O_OoOpOuOvOzO{OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOP$PDPUUUUUUUUUUUUUUUUUUVVV V V VVVV V!V%V&V,V-V1V2V8V9V=V>VCVEVYVZV`VaVeVfVlVmVqVrVxVyV}V~VVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVWW WWWWWWWW#W$W(W)W-W/WEWFWLWMWQWRWWWXW\W]WbWcWgWhWlWnWyWzWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWXXXXXXX!X"X'X(X,X-X2X3X7X8XXFXGXLXMXQXRXWXXX\X]XbXcXgXhXlXnXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXYYYY Y YYYYYYY/Y0Y5Y6Y:Y;Y@YAYEYFYKYLYPYQYUYWYkYlYqYrYvYwY|Y}YYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYZZZ ZZ Z%Z&Z*Z+Z0Z1Z5Z6Z;Z GfV)gq3]=Wy(x v `* c/ ]z  A'+y$;gO&a.A s"A"7#!$p#%2'8* +vh-r/(0\3s3n7w39h9Ki:|:6=$?=?r?U@jA#DU.DeAG73IKiLXOLQTV3HWZI]JA^(`^_cg=h/iSCi"ne`nodls=tFgtVuv|w$ybW}e9/&_OW@(| (8:U$F j SddMcWgeq;HuS]j\b ,*0p"g~CG+M)ApQ8e^0Zsbl ab+ Vv`E(.JK7$j:`n@XCKMgF.<U_pp@h mPQhh  KLMNOPVWXY[ a e f l mnp``@```0@`Z`\`^```b`@`j`l`n`p`@`@``@``@`@UnknownG* Times New Roman5Symbol3. * Arial7.{ @Calibri?= * Courier New;WingdingsA BCambria Math"qrMuU&ED?_ 9_ 9!24opop 3qHX $Pe`n2!xx.The Strategic Reality Check- Quo vadis CroatiaLara Lara (       Oh+'0   0< \ h t 0The Strategic Reality Check- Quo vadis CroatiaLara  Normal.dotmLara 15Microsoft Office Word@:@61˅@@v6 _՜.+,D՜.+,\ hp|   9op /The Strategic Reality Check- Quo vadis Croatia Title 8@ _PID_HLINKSAko http://www.hgk.hr/_ kohttp://www.hgk.hr/_ {Bmailto:vivancic@efri.hr_ &mailto:ljelenc@efri.hr_   !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      "#$%&'(-Root Entry F/M/Data Y1Table\WordDocument8SummaryInformation(DocumentSummaryInformation8!CompObjy  F'Microsoft Office Word 97-2003 Document MSWordDocWord.Document.89q