An effective corporate governance system is established to ensure proper balance of long-term interests of different stakeholders (primarily: owners, employees and management) and improve company's performance and its competitive position in the market. This paper provides a theoretical discussion and empirical evidence on the interdependence between corporate governance and company performance among medium and large enterprises in Kosovo. A questionnaire survey was employed for data collection purposes. The study included a sample of 87 managers from 87 medium and large enterprises. Results indicate that effects of corporate governance on the performance tend to be greater in larger companies. Regarding the determinants, the theoretical expectations are confirmed. Results confirm that the size of the company, the level of investment, export activities and company life expectancy are statistically significant determinants of the adoption of corporate governance practices. As a result, larger companies with large scales of investment and longer market experience tend to adopt more corporate governance practices. The study suggests that corporate governance will inevitably affect companies’ performance and further research is needed in this context.

Organizations and managers during their organizational activities, not rarely face different conflicts. Managers, depending on their gender, use different ways to resolve these conflicts while this reflects on their subordinates. The purpose of this study is to analyse the most common approaches applied to resolve conflicts in organizations in Kosovo and the impact of gender on the choice of style to handle conflicts. The study employs a quantitative approach whilst convenience sampling method is used for the purpose of selecting respondents. The study is conducted in ten largest companies in Kosovo in which hundred employees and fifty managers were included. A structured questionnaire is used to collect primary data and necessary tests were conducted through SPSS. Results reveal that managers use the integrative style more than other styles during the conflict management process; gender partially affects the choice of the style and the style of conflict management affects the likelihood of managers among employees. The study suggests that the field of conflict management among organizations in Kosovo needs more academic research.

Organizational members perceive top management as the sole authority for strategy making. Whilst this has been true for a number of years, the last decade has provided a shift to this traditional strategy practice in some sectors in the society. This paper attempts to address two major questions: firstly, whether the classical view of strategy as a property of organizations and the sole responsibility of top management in strategy making holds true in one of the higher education institutions in Kosovo as a member of western Balkan and eastern European countries. Secondly, how top management influences strategy practices of sense-making and sense-giving through organizational culture. The research analyses organizational culture and its effect on strategy as practice before and after a shift of institution’s top management based on its six strategy dimensions. The study employs multiple sources of data to address the research questions: secondary sources, semi-structured interviews, informal discussions with institution’s staff members, two-week of shadowing, observations and viewing artefacts of the institution. Results reveal three threads: organizational culture plays an important role on strategy as practice; top management is perceived to primarily provide sense through face-to-face interaction and procedural measures of strategy practices; and staff members are mostly involved in implementation. Moreover, clan and hierarchical types of organizational culture are identified to shape strategy practices of the institution. The study suggests that while the strategy making practice should be at the core of institution, a pleasant and non-confronting organizational culture is crucial to attract new students and retain elite staff.

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