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НОВАЯ ПРОИЗВОДСТВЕННО-ОРГАНИЗАЦИОННАЯ СИСТЕМА ПИЩЕВОЙ ПРОМЫШЛЕННОСТИ И АГРОБИЗНЕСА: КЕЙС-СТАДИ ДЛЯ АВТОНОМНОГО КРАЯ ВОЕВОДИНА
NEW PRODUCTION-ORGANIZATIONAL SYSTEM OF AGRO-FOOD INDUSTRY AND AGRIBUSINESS - CASE STUDY FOR VOJVODINA
С. Аджич
S. Adzhich
Экономический факультет университета г. Нови Сад
В центре исследования данной статьи лежат вопросы стимулирования развития пищевой индустрии Сербии и Воеводины в рамках подготовки к европейской интеграции. Проведен анализ тенденций развития агропромышленного комплекса на основе предлагаемых Европейским союзом стандартов (норм) с целью налаживания производства и совершенствования организационной структуры управления сельскохозяйственной отраслью, а также изменениями в ней для трансформации в состояние успешно функционирующей и обладающей высоким экспортным потенциалом.
Focus of the paper is on issues of revitalization of development functions of food in preparation for Serbia and Vojvodina to the European integration. Based on the analysis of trends in the development of agro-industrial complex of the European Union's proposed standards (norms) for the creation of desirable production and organizational structure of the agricultural industry in the system and changes in the agricultural business for its translation into a state of well-functioning and capability to produce food for export.
Ключевые слова: Воеводина, пищевая промышленность, сельское хозяйство, производственно-организационная система.
Key words: Vojvodina, agro-food industry, agribusiness, production-organizational system.
Summary
The focus of this paper is on study the desirable structure, key issues and way of transforming the production-organizational system of the agro-food industry and agribusinesses in the function of revitalization of developmental functions of food production within the economic preparations of Republic of Serbia and AP Vojvodina for European integrations. AP Vojvodina within Serbia as a region of NUTS-2 categories has a long tradition of high degree of institutionally regulated autonomy. However, the main reason for selected methodological approach is the fact that, due to the complex of natural, economic and historical factors, the food production in Serbia is conducted within the frame of two natural, technological and infrastructural units with different structures of production and problems of improving the competitiveness, which are geographically and administratively bordered on two macro-region - Vojvodina and the rest of Serbia. The basic premise in this work is that the low economic efficiency of food production in Vojvodina, primarily the derived macroeconomic phenomenon, which emerged as a result of mismatches between
natural conditions, human resources, production base and the way of their organization and national socio-economic conditions of their use. Accordingly, the focus of this paper is on: (1) analysis of development trends in agro-industrial complex of the European Union and their implications for the structuring of the regional agro-food industry and agribusiness operation model, (2) determining the frames and standards (norms) for constituting the desirable structure of production-organizational system of regional agro-food industry, and (3) analysis of structural characteristics and identification of desirable changes in agribusiness for its transformation into a state of well-functioning and capability to produce food for export.
1. Introduction
Since the restoring of capitalism, conducted in 1989/1990, Republic of Serbia and AP Vojvodina (as institutionally regulated region NUTS-2 categories) are faced with the problem of developing a new production-organizational systems for production of food for export. Overflow of the second
© S. Adzhich, 2013
wave of global financial and economic crisis in the second half of 2011 and the key reasons for the large underperformance of the primary agricultural production in 2012, inexorably suggest that, in scientific terms, the most relevant concept will be, derived from the developmental model based on (scientific) knowledge in function to increase food exports with a higher share of added value per product unit) [8]. Approach to the problem of defining the structure and content of this developmental model and, in the Republic of Serbia and AP Vojvodina, are marked by: spontaneity, emotionality, irrationality, instability, lack of assessment of realistic ways for implementation and, accordingly, unclear, imprecise and inconsistent approach in the preparation and implementation of appropriate economic and business policies, entrepreneurial and business initiatives [24; 25]. In this context, without aspiration to give a complete answer, the focus of paper is on the problem of determining the key attributes on which should be base the development of production-organizational system of agro-food industry and the model of agribusiness functioning in AP Voj-vodina in frames which determines the development of new global food system and solutions to this problem in the frame of the European Union.
In order to more precise determination of goals, methodology of analysis and results, the content of basic concepts used in this paper will be presented.
The term agro-industrial complex, means a large system consisted of: (1) agriculture, (2) water management, engaged in activities related to melioration, irrigation and protection from high waters and ground-waters, (3) fishing, (4) relevant parts of manufacturing industry (food industry, beverages production, animal feed production, tobacco processing industry, production of chemicals for agriculture, production of agricultural machinery and equipment for food industry, production of plant protection and pharmaceuticals for agriculture), (5) logistics services industries, which include: appropriate sections of traffic activities oriented to the transportation of raw materials, primary agricultural products, food and beverages with the complex of macro logistics bases (silos, refrigerator cars, warehouses for agricultural and food products, etc.), (6) appropriate sections of trade and catering, which are engaged in the distribution of : inputs for agriculture, food, beverages and tobacco (7) service industry for the maintenance of agricultural machinery, (8) parts of STIOET (Science - Technology
- Information - Organization - Education - Telecommunications) infrastructure, which is related
to agriculture and food industry, and (9) parts of specialized agricultural administrative structures (agricultural services, market inspection, and the like).
The term agro-food industry means a narrower range of activities of agro-industrial complex, which in modern market economies represent a unique macro-reproduction unit, consisted of: (1) primary agricultural production, (2) industry for the production of food and beverages, and (3) appropriate logistics and trading companies.
The term agribusiness means the private sector in the agro-food industry, which is, on the basis of ownership rights deals with certain business activities in order to make profit. Its key actors are: (1) commercial farms, (2) companies for food and beverages production, (3) appropriate logistics and trading companies, as well as their: (4) entrepreneurs, owners and professional teams.
The exposure is limited to AP Vojvodina. The reasons are two-fold [6]. The first is that the national agro-food industry consists of two natural, technological and infrastructural units (AP Vojvodina and other part of Serbia. The ratio of agro-food industry is approximately 1:1 and of population 1:2, 7 in favour of other parts of Serbia). The structure of production in these two agricultural regions is different, but it is complementary and mutually reinforcing (whose synergistic effects are not used enough, what is beyond the scope of this paper). Another is that problem of constitution of new production-organizational systems on the primary agricultural production level are different, primarily due to economic and technological structure of food production in AP Vojvodina, which in the European and global food market faces a bigger and tougher competition than the rest of Serbia.
The development of new production-organizational system of agro-food industry and agribusiness in Vojvodina will be followed by emergence and development of new structures: commercial farms, cooperatives, food and beverages production enterprises, logistics and trading companies, new and complex innovation, organizational, service, and financial and IT (Information-Telecommunications) systems, new requirements related to the efficiency and reliability of these structures and systems. These phenomena have a characteristic of paradigmatic change, which makes it necessary to by changes in agribusiness functioning model and by development of business innovation infrastructure, successfully solve problems related to new structures, requirements and expectations. As a key challenge in structur-
ing a new production system in the regional agrofood industry is identified the problem of generating and using the knowledge in function of creating conditions for dynamic development of the agribusiness for a multinational environment.
The presented matter is in addition to the introduction divided into five parts. In the first part is discussed the current situation and the competitiveness of agro-food industry and agribusiness in Vojvodina according to the criteria of open market economy structured according to the European concept of food production. In the second part are presented the results of the analysis of future competitiveness and their implications for the constitution of a new production-organizational system of the agro-food industry in Vojvodina. The third section discusses generic developmental alternatives of food production in Vojvodina in the next ten to fifteen years, in order to more closely determine the directions of changes in the model of the agribusiness functioning, as the main holder of change in the structuring of the new production-organizational system of the agro-food industry in Vojvodina. The fourth chapter deals with the problems of development of a cultural cooperation and cooperation in the agribusiness, as a key factor for the transformation of agro-food industry in Vojvodina from the current state of competition in to the new state. In conclusions, based on the findings from the first, second, third and fourth parts of the paper are processed three basic controversies about the constitution of the new production-organizational system of the agro-food industry and agribusiness functioning model in Vojvodina.
2. Agro-food industry and agribusiness in Vojvodina
In AP Vojvodina was, in the period since 1957 to 1970, with technical assistance from USA and FAO built a strong and efficient agroindustrial complex modelled on (former) organization of food production in the United States. In the eighth decade of the last century was achieved the highest technological level and competitiveness in primary agricultural production and processing in relation to the agro-industrial complexes of all other European (now, former) socialist countries. The realization of this strategy has resulted in a complete set of logical structure of production capacities (Review) followed by both appropriate logistical facilities (roads, railway, river and canal network, ports, warehouses, with highest average density per area unit in Europe and the world) and appropriate innovation (especially in the domain of modification of crops with natural features of
Vojvodina) and educational (complete system for vocational education in agricultural and other occupations in related industries in all 7 (then) centres of agro-industrial complex development of Vojvodina) capacities.
Review. Capacities of agro-industrial complex of Vojvodina_____________________________________
Vojvodina has about 1.64 million hectares of arable land (about 76.4% of the total area, or about 0.8 hectares per capita) with dominance of carbonate chernozem, very suitable for agriculture. On these lands in 1977 was achieved a maximum in wheat production of 2.162.000 tons with an average yield of 5, 15 tons per hectare (in 2010. - 1.191.440 tons with an average yield of 4, 0 tons per hectare), and in 1986 in corn production of 5.151.000 tons with an average yield of 7 tons per hectare (in 2010. -
4.000.283 tons with an average yield of 5, 9 tons per hectare). In addition, there are three microregions: mountains of Vrsac, Fruska Gora and sandy terrain of Subotica that are suitable for fruit growing and viticulture.
The installed capacity of primary processing in food industry in Vojvodina were (according to internal data of the Chamber of Commerce of Vojvodina) at the beginning of (post) socialist transition in 1990:
• Grain-milling industry 1,5 million tons of wheat and 965.000 tons of flour,
• The storage capacity for cereals 620.000 tons (of which 550.000 tons of silo),
• For meat processing 440.000 beefs,
4.000.000 pigs and 32.000.000 poultry,
• For milk processing 370 million litres,
• For sugar beet processing: 4.200.000 tons (500.000 tons of sugar),
• For the production of oil and vegetable fats: 620.000 tons of sunflower,
• For fruits and vegetables processing: 40.000 tons of hot processing, 63.000 tons of cold processing and 7.000 tons of dried processing.
• For biscuits, candy, cocoa products and industrial cakes production 70.000 tons,
• Wine cellars capacity 7.300 wagons,
• Breweries capacity 4 million hectolitres,
In the period since 1990. by 2010. were
significantly increased only the capacities for beer production (about two times, despite the closure of three breweries with centuries of tradition in production) and biscuits, candy, cocoa products and industrial cakes production (by 50%) but practically without any reflection on the change of primary agricultural production structure.
A sort of paradox is that Vojvodina, according to calculations by author, in the case of reaching factor productivity of Chinese agriculture, should produce no less no more than nearly one million tons of meat and fish or, five times more than the current production is, which is in contrast to China, where dynamically increases, continuously decreases for more than two decades (meat from 293.000 tons in 1990. to 196.000 tons in 2011, while the fish production (despite the huge potential opportunities for high-quality and low-cost production) stagnates at the achieved level in 1990. of around 6.500 t)._____________________________
After restoring of capitalism, a better part of agro-industrial complex capacity is left to the ravages of time or to the private and public sector, who have done a little on their revitalization, modernization and reconfiguration into new business reproduction units, and in a, not small, number of cases are (intentionally) by their (no) actions led to their production and economical devastation, and in some drastic examples up to physical elimination [23]. In any case, the key actors of agro-industrial complex, agro-food industry and, in particular, agribusiness in Vojvodina are marked by condition that they produce food and related services, from very simple to sophisticated, expensive or bad, but certainly with little regard for the outside world and its needs.
With historical instances, it turned out that neither the removal of barriers to the outside world, established in the period of disintegration of (SFR) Yugoslavia and fight for its heritage since 1991 till 2000, or the penetration of international criteria and standards on internal economic, social and political scene since early 2001, have not resulted in adequate progress in revitalization of developmental and economic functions of food production in AP Vojvodina and Republic of Serbia. The key actors of agro-food industry and agribusinesses turned to export of primary agricultural products with a minimum of added value in processing or refining and show that they are unable to cope with the challenges of improving the international competitiveness of food production with greater newly created value. From the point of threads, two facts are important. The first relates to the macroeconomic environment of agro-food industry and agribusiness, and the second to the behaviour of entrepreneurs, owners and managers of commercial farms, food and beverages production enterprises and trading companies.
The key events at macro level are consequences of fact that the holders of executive and representative government, which took over the public management, after the political changes toward the end of 2000, accepted the model of agro-industrial complex and agribusinesses development, structured in accordance with recommendations of major international economic organizations (The Washington Consensus). The model supported the radical reshaping of agroindustrial complex, using three main mechanisms: deregulation, liberalization and privatization, with aim to, as soon as possible, increase the role of private sector in production, employment and development [12]. And, in addition to developmentally and economically unproductive results of implementation of this model in agroindustrial complexes of other former socialist countries of Europe, which forced them to (partially) abandon its application and turn to the more active version of agrarian and industrial policy, in Republic of Serbia, the internal food market is liberalized, most of the barriers to foreign companies access to markets of goods, money, and companies is cancelled, and approached to accelerated (regular and irregular) transformation of public and governmental into private property [23]. To agribusiness, market and population was send a false signals about the profitability or unprofitability of entire business, which has intensified the process of reducing the cattle raising and disappearance of export industry for meat processing and industries for agricultural machinery and fertilizers production [5].
What happened at the level of commercial farms, food and beverages producing enterprises, logistics and trading companies? Overtaking (privatization and subsequent ownership changes) and operations were financed with borrowed funds (which were, partly, instead for technological and business rehabilitation, used for speculations in the property market and for purchase of other companies), that are subjects of pay, with the indexation of exchange rate, in the most extreme cases up to four times higher interest than in the Member States of European Economic and Monetary Union. The spill over of effects of the first wave of global financial and economic crisis in late 2008 has shown that the indebtedness is high and that some actors of agribusiness went bankrupt or ceased the production. In agro-food industry in Vojvodina in the past eleven years have not been invested even the funds predicted for equipment amortization. The part of new owners, that is, management they set to lead the large commercial farms and food and beverages
producing enterprises instead of them, did not have the necessary management knowledge and skills, nor was interested to adopt and implement them. In relation to the state at the end of the century, new and much difficult issues and problems were opened. The agro-food industry in Vojvodi-na, in spite of dynamic growth of exports, in developmental terms, de facto estranged from the targeted European environment. It is only a part of the cause of the slow constitution of the new production-organizational system of agro-food industry in Vojvodina. The second is related to the wrong understanding of structural characteristics with which face its participants in an open market economy, or, more precisely, in new structure of global food system, which forming began in the mid eighties of the last century.
The main characteristic of global food system in the last three decades is that the prosperity of each (food) production must be linked to the international needs and corresponding management and marketing to support such business orientations [16; 17; 18]. The main challenge for modern agribusiness is: How to ensure conditions for: (a) flexibility, rapid response to impulses from the environment and (b) economies of scale and space? Empirical events, which are subsequently formed into the corresponding theoretical observations, indicate that the fulfilment of these requirements is based on the principles of inclusion of each food system actor in economic, social and political networks in which in parallel are kept the internal competition (thus preventing the emergence of monopolistic behaviour in the reproduction chain) and the benefits of cooperation, which provides: (a) a combination of effects of economy of production and space and (b) rapid and effective adaptation to changes in external and internal environment. Connecting the actors of agribusiness networks is performed also out of national borders and between recently completely separated sectors (for example, with a large retail chains, without intermediaries). Establishment and development of network organizational structure has proven to be a complex economic, social and political process, in which in parallel are used the market, planning (administrative) and contractual mechanisms and which is based on a specific system of values (in terms of integrating its elements in an appropriate model of business, social and political culture).
The key implications are: (1) the business is carried out at the level of networks, which connect all the actors of the reproduction process, so (2) the key topic of research is the characteristic of corresponding network and motives for its estab-
lishment and development, because of that (3) the restructuring of the management system should be done at the network level, and finally, (4) the constitution of a new model of agro-food industry and agribusiness development can not be done in isolation, but the network has to be treated also as its starter and executor. This means that in determining the solutions of agro-food industry and agribusiness production-organizational system can not use the principle of allocative, but adaptive efficiency, where the categories of existence and development (of specific commercial farms, food and beverages production companies, logistics and trading companies) are discussed in the limits of tolerance and efficiency. Competitiveness of specific agro-food industry and agribusiness actors is not a static situation to strive for, but a dynamic process that results from the interactions in corresponding economic, social and political network, based on the selection of right goals and mechanisms of their realization by creating new and more efficient use of existing resources. Therefore, the factors that limit the creation of networks, institutions, norms of behaviour and systemic modes become more important to the overall performance of agro-food industry and agribusiness actors than the: exchange rates, efficiency of allocation resources, level of subventions and wages, and the like. The listed changes have also the further consequences for the constitution of a new model of production-organizational system in agro-food industry and agribusinesses:
First, the division of labour is replaced by the integration and enrichment of business content and enrichment activities, with horizontal and vertical decentralization. Normative and real borders between some functions in the reproduction chain of production and food distribution have become less sharp and clear. Many hierarchically structured internal configurations disappeared. The organizational chart in the reproduction chain become shallower, first of all, by eliminating the intermediary in buy and sell relationships, by direct linking manufacturers and retailers. By this are achieved significant gains in productivity, democracy, socialization and business and organization cultural content.
Second, externalization of secondary business and wide application of cooperation are common and normal form of the organization of business activities in the agribusiness [22]. The result is the emergence of so-called virtual agricultural corporations and new types of employment (temporary, part-time, for example, in area of technical support for innovation introduction in a primary agricultural production). The application of these ap-
proaches has a revise because it leads to the strengthening of opportunistic behaviour of a part of actors in the reproduction chain and to the increasing of risk in making a bad business decisions. Therefore, the role of strategic planning in realization of agribusiness management process increased.
Third, generating and use of knowledge as a fundamental paradigm of a new model of agribusiness development put the research and development business, and in general use of innovation potential and behaviour into the forefront of structuring a new agro-food industry production-organizational system and determining the desirable changes in agribusiness.
The transition to the new agro-food industry production-organizational system and agribusiness functioning model takes a long time, because the old paradigm of organization and operation (grown from the fordistic model of production, processing and distribution of food and high subsidize of primary production - note by author) took deep root in national, and in specially, regional economic, social and political system. A particular problem is that this process in Vojvodina and Republic of Serbia, in effect, was not started in scientifically recommended direction [21]. The current state in agro-food industry and agribusiness production-organizational system is a mixture of everything. The agro-food industry and agribusiness in Vojvodina are product and factor of one vague, unclear and manipulative transition in which was made a replacement of goals (improving the competitiveness of agro-food industry on the principles of sustainable economic, social and environmental development, in order to use a great natural and by work created resources and improve the living and working conditions in Vojvodina and in rest of Serbia except Belgrade) with means (privatization, liberalization, opening up to the international environment). The structure reshaping of agro-food industry and agribusiness production-organizational system in Voj-vodina is left to the subjective voluntarism of agrarian policies makers, resources owners and their management. This voluntarism is far from skills, artistries and talents, which operate in a very competitive environment in societies dominated by private and personal property. In discussing this issue, must be taken into consideration that the (macroeconomic and business) management is a union of science and skill [10; 11]. Science can not develop methods and tools to successfully solve all the problems of development of a new agro-food industry production-organizational system and ways of functioning of agribusiness, but may help in understanding the
world in which they operate and in finding good answers to the challenges of the future.
3. Competitiveness and a new production-organizational system in agro-food industry of Vojvodina
There is no doubt that defining the common socio-economic frame for coordination of individual and group initiatives and funds in function to revitalize and improve the food production competitiveness in Vojvodina according to the criteria of open market economy and needs to neutralize rigidities and distortions that brought in the current models of agricultural and trade policies of developed market economies especially the European Union - is a complex and complicated problem. It is absolutely certain, without further elaboration, that the revitalization and improvement of competitiveness of the processes, products, and (economic) subjects in (regional) agrofood industry ultimately comes down to the process of global commercialization based on dynamic creation and development of: (1) economically self sustainable agricultural farms (family farms), (2) adequate market infrastructure and specialized commercial circles of business and financial capital, (3) adequate nonmanufacturing infrastructure, and (4) infrastructure for public regulation of business and development - which will, through public and private educational, research-developmental, manufacturing, transportation and financial activities ensure relatively stable and supportive conditions for smooth running of the process of expanded reproduction [2].
In accordance with this thesis, the analysis of the relation between economy and other activities on revitalization and improvement of agrofood industry competitiveness in Vojvodina is treated as a complex set of interdependencies between economical, technological and social (especially political, social and cultural) phenomenon (scheme) [4].
From the methodological point of view, the revitalization and improvement of (regional) agro-food industry competitiveness is socioorganized and institutionally arranged process of cooperative coordination of decisions on macro level, on the one hand, and the mezzo and micro level, on the other hand, in order to by development and implementation of business and technological innovations and new forms of social and economic organization and division of labour provide a internationally competent level of quality and price of processing and trade in the agro-food industry finished products
Strategy of revitalization and improvement of agro-food industry competitiveness in Vojvodina
In this context, the basic condition for economic and developmental revitalization of (regional) agro-food industry is to its structure create the agricultural farms, cooperatives, manufacturing and transportation companies, which have: (1) macro-, mezzo- and micro-organizational structure and management system capable for efficient production and distribution of top-quality goods and services in sharp and unequal competition in the global food market, (2) adequate physical facilities and staff, (3) sound financial structure, and (4) flexibility, which allows rapid and efficient response to changes in natural, internal and external socio-economic environment [4; 9]. Providing the listed performances is the product of total socio-economic efforts that each entity of agro-food industry (agricultural farm (family farm), cooperatives, manufacturing enterprises and logistics and trading companies) integrates into one complex and hierarchical system with five levels (layers) [9]:
The zero (basic) level, should include economically self-sustainable agricultural farms (family farms) in specifically institutionally arranged frames of regional and national socio-economic environment. Its main task is to, through a complex package of public goods and public administration services initiate and support the process of building the world concurrent primary agricultural producers.
The first level, should include the individual subjects of agro-food industry (economically self-sustainable agricultural farms (family farms), cooperatives, manufacturing enterprises and logistics and trading companies) merged in business networks and alliances or export macro-clusters organized by main lines of production (in the case of AP Vojvodina: sugar, oil, bio-diesel, milk, pork, poultry, beef, etc.) in a way that provides an economical and technological efficient operation in terms of global competition and other rigidities, imposed by protectionist-oriented agricultural policy of developed market economies.
The second level, should include the individual subjects of agro-food industry (economically self-sustainable agricultural farms (family farms), cooperatives, manufacturing enterprises and logistics and trading companies) merged in macro-reproduction units whose core is located within the AP Vojvodina or Republic of Serbia, and which will ensure the optimal regional or national social division of labour and the physical inputs supply (especially: energy, basic raw materials, intermediate products, machinery and equipment) and services (business, transport, storage and cross-border transfers services) under the best economic and technical conditions. In wider sense, in these macro-reproduction units should include also the large (agro) trading companies, both on the input supply side, and even more on the side of marketing, storage, transpor-
tation, cross-border transfer and disposal in targeted segments of global market.
The third level, should include the individual subjects of agro-food industry (economically self-sustainable agricultural farms (family farms), cooperatives, manufacturing enterprises and logistics and trading companies) in institutionally arranged frames of regional and national socioeconomic environment. Its main task is supplying human and financial capital, public goods and public administration services, in a way that will affect supportive to their behaviour in sense of satisfying wider socio-economic goals - based on the criteria of increasing the competitiveness of products, processes, business entities, business and macro-reproduction units. The content of institutional arrangement should provide to each agro-food industry business entities: (1) stimulus developmental environment, (2) stimulus business environment, (3) governance improvement, (4) participation and decentralization, and (5) consistent, transparent and precise vision of economic, social and technological development.
The fourth level, should include subjects of agro-food industry (economically self-sustainable agricultural farms (family farms), cooperatives, manufacturing enterprises and logistics and trading companies) within the selected segments of global food market. Its task is providing to each agro-food industry subject the economy of scale and encouraging the development of those productions which can on the base of available production factors, as well as those that will develop in the future, achieve the level of efficiency and competitiveness in terms of prices and qualities in conditions of sharp and unfair international competition.
In proposed production-organizational system, only two socio-economic structures can be clearly separated. The first and the key one is related to the socio-economic environment, which should initiate and support a project to build a globally competitive primary agricultural production according to the model of economically self-sustainable agricultural farms (family farms) [1]. This project, due to different natural and socioeconomic conditions in comparison to other regions of Serbia, must have distinct regional characteristics. However, in another area (which includes the first to the fourth level) there are no sharp boundaries between levels. Also, it is not possible to determine the precise limits of competence distribution between the central and regional factors. Much accurate estimation of these limits can give only a realistic economic life based on the efficiency analysis of some solutions in implementation of final goal - complete use of
natural and by work made resources, where should not exist difficulties in setting standards for results measuring, because in the targeted European environment is easy to find appropriate role models, and in case of Vojvodina it is Denmark and its achievements.
4. The generic developmental alternatives of agro-food industry in Vojvodina
There are many ways to express the development of the agro-food industry - preferred, possible, standardized, expected, predicted. Here is selected the first approach, so the goals, tasks, aspirations and ways for implementation are stated by necessary and achievable structural changes in agro-food industry in Vojvodina in next ten to fifteen years in accordance with the trends of development of agro-industrial complex in European environment. The main goal is to estimate in what extent and how will the trends in agro-industrial complex development in the frames of European Union modify, increase or decrease the probability to transform the available regional resources into real developmental opportunity. The basic assumption is that the development of the agro-industrial complex in European Union will continue by the recognized global economical-technological trajectories [12; 16; 18; 22]. This means that development will continue through technologies that significantly valorise some natural resources and skilled work, on the one hand, while, on the other hand, reduce the dependence on natural resources, in the same time replacing the dominant importance of quantity with quality of work, production, product and life. In accordance with the objectives of this study the following key developmental trends in agro-industrial complex of European Union can be identified [4; 5; 8; 19].
First, the technological development will continue to play a basic role in transformation of agro-industrial complex in the Member States of the European Union. The key roles have and will have in next ten to fifteen years: sophisticated machinery in farm production, biotechnologies and information technologies. Typical farm will become bigger and bigger, the process of strengthening its connections with the whole agro-industrial complex will intensify and the role of human labour will decrease. The main lesson, that is, the problem with which Vojvodina is facing is to find solutions for transition from the traditional production based on natural (in terms of natural resources), material and human (in terms of physical labour) resources into the state in which dominate the information-based manufacturing unit.
Second, long-term demand for food in common market of European Union will grow very slowly, except in cases of extreme climatic disturbances and their implications on production and raw materials supply. There will be a further segmentation of food market because more attention will be paid to diet and health. This will have a very clear and recognizable impact on the role and development of high-quality, clean, healthy and dietetic foods production. The trend of dynamic increase of fresh food consumption, slight increase in consumption of frozen food and reduce in canned food will continue. In keeping with these trends, the development of new technologies for food preservation will intensify. Trends for using fertilizers, plant protection chemicals, synthetic additives, colours and spices will reduce, on the one hand, and the growth in use of natural or biotechnological derived fertilizers, plant protection, additives, colours and spices, on the other hand. The main common implication of these technologies is the need to develop completely new organizational forms in the chain of reproduction and very expensive infrastructure. This will have three economic and developmental consequences. Increasing the production costs due to the use of new and expensive technologies will reduce the overall profitability of food production. This will specially affect the producers of raw materials where belong Vojvodina, too. The application of highly sophisticated technologies suggests also an existence of risk for reduction of rights of Serbia and Vojvodina to access to common food market of European Union because of the very weak organization of agro-industrial complex and low internal investment capabilities. And, in the end, the import of high-quality, clean, healthy diet and healthy food for domestic consumption will intensify (because the redistribution of social-economical power within Serbia and Vojvodina in the last twelve years made an adequate demand).
Third, in relatively close period should expect the complete removal of all trade barriers for food within the European Union. Thereby, remains the problem: Whether and when and how to reach the elimination of barriers to the outside world? In any case, both the Republic of Serbia and Vojvodina face the problem - how to support the technological change (conversion) of agroindustrial complex in a manner that will ensure the improvement of external and internal competitiveness by much efficient valorisation of all natural and by work made resources.
Fourth, the global and European trend of reduction in employment in agro-industrial complex will continue, primarily because of devel-
opment and application of new technologies. The specificity of this problem for Serbia and Vojvo-dina is that in past two decades there has been a radical de-industrialization, which in 2012 lowered the employment rate to about 45% of the working population. According to estimations, about one-third of the working population in Voj-vodina neither have a full-time employment nor a specified profession (in terms of competitive knowledge and skills in the labour market - note by author). The political and social consequences of this condition are partially neutralized by the fact that a significant part of this population the solutions to their existential problems found in subsistence production on their small properties and occasional moonlighting (without paying taxes and contributions and regular protection of life and health - note by author) for a new class of so called agricultural entrepreneurs which in the transition period took over the primary crop productions in Vojvodina.
In addition to these implications for the development of agro-industrial complex in Vojvodina, which have their origins in European targeted environment trends, also should emphasize three additional external and internal implications for which should find an appropriate solutions by new technologies development and by implementation of business and organizational innovations.
The first is to find specific organizational and technological solutions for: (1) low valorisation of basic resources (land, labour and basic machinery) compared to the former pre-transition peaks, (2) land degradation, resources exhausting and environment pollution that occurred in past twenty years, (3) greater investments in protecting raw materials of any kind against contamination, and (4) greater investments in keeping raw materials in good condition till the delivery on external markets [4; 5; 6]. Thus, one of the key tasks of creators of new production-organizational system of agro-food industry and agribusinesses is to find solutions to neutralize the effects arising from the fact that the weak use of resources in Vojvodina is followed by persistent increase of other elements and costs threatening to, despite the low prices of basic resources, the production costs of raw materials and primary products processing bring closer or raise above the selling prices in internal and European markets.
The second is related to the problems that arise from the way in which is conducted the preparation of Republic of Serbia and AP Vojvodina for European integrations. There is no doubt that the process of European integrations create chances for higher growth of export (by a quite
significant prices) of food products from Vojvo-dina that can better than others meet the needs in terms of: (1) exclusivity, (2) naturalness, (3) diet, and (4) health [3; 8]. For now, there is almost no such segments of food, but it is certainly that can be in Vojvodina. These segments will appear as soon as the policy of food export at high price will be formulated and implemented, which can be achieved only by in cite business, organizational, and technological innovations. The key problem is that the historical experience suggests that the development of agro-industrial complex based on knowledge, which is a necessary prerequisite for this orientation in Serbia and Vojvodi-na, has been in the past thirty years promoted at least three times as a strong determination, but its implementation was never started.
The third is related to the fact that the current and anticipated effect of technological component in the development of agro-industrial complex is highly diversified - from incremental improvement of existing technologies and to the development and implementation of completely new high technologies. Therefore, the development of technological component in the agroindustrial complex of European Union is a mixture of: (1) independent activities of individual producers, (2) their mutual association policy on a case-by-case basis, (3) activities of multinational corporations and international companies and the related direct foreign investment, and (4) organized public and regional administrations action. Specificity of Serbia and Vojvodina is that the role of government in technological development is dominant, almost exclusive, because the national and regional state directly control 96 to 99 % of its material, human and financial resources - and in these circumstances, there are no basic mechanisms neither for real evaluation of innovations nor for their efficient transformation in processes, products and income [8; 20].
The short synthesis of the implications of agro-industrial complex of European Union development trends is as follows - no matter how threatening are the dangers from European environment for current economic and business policies of production and food export from Vojvo-dina, at least that big is the area to achieve higher value export with lower resources consumption and more stable share in food market in the European Union, as a basic requirement for the competitive development of regional agro-industrial complex above a minimum determined by survival necessity.
In this context, boundary conditions can be determined, that is, the most likely state of basic
attributes of new agro-food industry production system of Vojvodina, as a frame which must be respected by the new structure of regional agricultural policy and the development of agribusiness. As the boundary conditions can be identified:
First, consistently should accept and implement the position that Vojvodina (despite the great renewable natural resource) does not have natural and by work made accumulated comparative advantage sufficient to compensate the lack of adequate technological, business and organizational agro-food industry development.
Second, the change of organizational, production and business structure of agro-food industry in Vojvodina will be achieved in two stages. During the first phase, which will coincide with the institutionally arranged process of preparations for European integrations, must be intensified the use of available innovation potentials and ensured their own accumulation to perform the second phase in which the structural changes will be made in the first place, by investments into the modern equipment and improving of infrastructural comfort for the process of reproduction according to the high European and global standards.
Third, the economic subjects of the agrofood industry will, in the coming period, get the dominant part of inputs from the market in which will be, exclusively, carried out an economic evaluation of their activities. The national economy will become market economy, in the modern (European) sense of this word. Unfortunately, twenty-two years after restoring the capitalism and twelve years of reforms modelled on the targeted environment, Republic of Serbia and Voj-vodina are far from realizing the project of constituting an open market economy. In terms of theme, the main reasons for slow development of an open market economy is the fact that the restructuring of their economies, after the restoring of capitalism in the first stage of transition (from 1990 till the end of 2000), took place in frame -shadow economy and brotherly privatization. After radical political changes in late 2000, their key protagonists legalized own business or property -which resulted in the closure of market for the other market competition participants. Therefore, the spill over of effects of global financial and economic crisis on Republic of Serbia and Vojvodina, among other things, showed that the amnestied protagonists of shadow economy, brotherly privatization and culture of small economic freedoms are not able to fulfil the basic mission of entrepreneurial class - moving the horizons of personal progress move it for society, too. The key consequences are the low level of institution-
al capacities and investment myopia, which in particularly affected the manufacturing and primary agricultural production, which operation is chronically carried out in conditions of reduced reproduction. Therefore, Republic of Serbia and Vojvodina, instead of (economic) approach to the European Union (primarily to the countries from CEEC-10 circle), tapped in place. Moreover, the performances of their real economies are at such level that the problem of social stability and external liquidity is (again) opened.
Fourth, the national and regional government will succeed in the shortest possible time to develop activities and responsibilities for the development of agro-industrial complex based on the knowledge in a way that brings benefits to the innovator and new values to the user (in next paragraph we will prove that without it there can not be market and technologically valid agro-food industry in Vojvodina).
Fifth, during the next ten years, the main goal of Serbia is to become a full member of the European Union. This means that the key structural reforms and adjustment in the agro-food industry in Vojvodina and its internal and external environment will be performed forcedly and in the relatively short time, while in turn will get a reduction of barriers to access of its goods to other markets.
In the end, I will mention some basic knowledge of the innovation process [13; 14; 19; 20; 21], which must find their place in structuring of the new development model of production-organizational system of agro-food industry and agribusinesses in Vojvodina.
The first and fundamental is that the innovation (business, marketing, organizational, technological) is quite a specific and appropriated knowledge - and not freely available information. This means that must break with the fallacy that the innovation system is a socio-economic structure, that independently produced and accumulated knowledge, while on the other side are economic subjects, in this case in agro-food industry, that freely and gratis access to knowledge. The innovation occurs, primarily as a result of beliefs of economically and developmentally motivated producer that will by research, development and commercialization of new products and new or better business (manufacturing, procurement, marketing, sales, service, etc.) processes make the economic benefit that will compensate the investments in innovation process and improve its conditions for development and market appearance. But that is not enough. On the other hand, the innovations occur when there is a sufficient
base of knowledge and economic and technological capabilities in the trajectory that require some innovation. This means that in the knowledge base are included the production experience and various specific internal knowledge and skills, which are difficult to codify and transfer. Therefore, for the success of innovation process is necessary a specific knowledge and skills of concrete producer. The key implications for the structure of a new model of development of agro-food industry in Vojvodina is to work actively on structuring a good business and developmental environment in which will develop an effective structure of innovative infrastructure - in which the relation between the public and private factor will not be all to nothing, as it is today, but minimum 1:1, and even better 1:2 in favour of economic subjects.
The second is that the limitations to obtain innovations from the outside world are large. Innovations transfer fees, difficulties in communication between innovation provider and recipient, misunderstanding of technological and economic innovation nature and the like is a high risk, so the transfer of innovation is best done by overtaking people, because the part of innovations embedded in people is difficult or impossible to codify. But on the other hand, a proper understanding of listed issues is a powerful development opportunity. The main implication is that the infrastructure for innovation diffusion has the same importance as the infrastructure for creating innovations and the relation between the public and private factors in its constituting must be at least 1:3 in favour of the second.
A short synthesis of implications of performed analysis for determination of frames and standards for constitution of desirable structure of the developmental model of agro-food industry and agribusiness production system in Vojvodina is that the delicacy of public action concretization is large and because of that the structure and functioning of agro-food industry must be studied carefully and act from outside only if necessary. In this context, a good public action policy should affect in the direction of structuring the agro-food industry development model on the principles of self-reproduction.
5. One sketch of the new concept of business and agro-food industry interaction
Changing the model of agribusiness functioning, no matter how much its foundation are in real problems with which is facing the agro-food industry in Vojvodina, for nearly five decades is hindered, prevented and delayed by entrepreneurs and managers, on the one hand, or by entire eco-
nomic, social, institutional and cultural systems, on the other hand [10; 11]. Changing the model of agribusiness functioning has various dimensions [7; 15], but in terms of improving the global competitiveness of the agro-food industry in Voj-vodina, the key is the dynamic development of culture in multinational business. Before detailed determination of factors that should by development of culture in multinational business bridge the gap between current and future competitiveness of business projects in the agro-food industry of Vojvodina, it is necessary to say something more about the cultural phenomenon related to multinational business and organization (commercial agricultural farms and their associations, companies and group of companies in food and beverages industries oriented to export as the basic factor of existence and development).
A key indicator of characteristics of current cultural changes is the increasing number of Transnational corporations (TNC) and Multinational enterprises (MNE) in agribusiness. But it is much faster the growth of (national) commercial agricultural farms and their associations or small and medium enterprises for food and beverages production, which operate in a multinational and multicultural environment. Their cultural diversity is continuously increasing. There may be a variety of options. Within the same association of commercial agricultural farms may be different national and regional cultures. The second is that the national or regional agribusiness actors have a close collaboration with manufacturing companies and logistics and trading companies from other national or regional cultures (solid business networks and alliances or macro-clusters). The third is that the actor of (regional) agribusinesses has stable customers or suppliers from other cultures. Finally, the overall trend of internationalization of procurement and sales markets, including Republic of Serbia and Vojvodina in the economic part of the European integrations process, necessarily introduce the cultural diversity in the business of national and regional actors of agribusiness. The fundamental for analysis is that different cultures create different perspectives, and that they lead to different interpretations of the same reality. In national and regional culture is expressed the preference for wide distribution of problems, which have causes outside the organization. This also applies to internal problems at lower levels of organization, while at the top is a tendency to cover them up. All have in common that in looking for solutions conceals the ignorance of those who are responsible for solving the problem. The consequence is delaying of its solving, because the
uncovering of this information would lead to knowledge about the incompetence of owner, entrepreneur and management (more precise, a lack of ability to learn and create appropriate solutions).
The agribusiness actors mark a set of basic convictions and values, which ensure the placement of particular organization members in mutual relations and interactions, and on this basis the realization of specific business activities. The set of these values and beliefs is marked with term culture of organization (in this case, the production of primary agricultural products, food and beverages, appropriate logistics and distribution services). For analysis is relevant that the culture of any particular organization in agribusiness consists of a series of subcultures, depending on its members affiliation to certain business functions: commercial farming in terms of entrepreneurs and producers integration functions, management, procurement, manufacturing, sales, products and processes quality control, research and development, financing, investment and so on. Therefore, most organizations have more subcultures than production programs. Thus formed culture of organization may be more or less consistent with the ruling paradigm of management (in terms of integrated management in order to improve food exports with higher newly added value per unit of product), or in a greater or lesser conflict with its aims and methods of realization. The next problem is that because of dynamic changes in environment, every third or fourth year must be approached to the organizational structure change (by integration or solid linking with other organizations, decomposition of organization into parts, change in ownership structure, significant technological modernization, and the like, followed by changes in employment volume and structure), which necessarily involves also the change of each subculture.
Four conclusions should be made. First, each large change in purchase or sale market location that is in organization is looking for new contents in cultures of agribusiness and its organizations. Second, each change is less technical and more cultural. Third, the (re)shaping of culture of agribusiness and its organization is one of the central problems of agro-food industry production-organizational system development. And, fourth, and a key one is nor the commercial farmers, agricultural entrepreneurs, management and business and enterprises owners, nor the creators of agrofood industry public regulation, unlike to those in developed world (which we aspire) are not trained to deal with these problems. How to overcome these problems, that is, how to do the changes in
culture of organization and multicultural business in order to promote the agribusiness actors in Vojvodina from the current state of competition into the new state. Some options will be listed.
First should start with the fact that the characteristic groups of internal and external agribusiness actors are different. Therefore, management messages and behaviour must be such as not to hide but fully disclose the problems and potential multiculturalism. Any similarity should be treated as benefit and the differences as normal phenomenon. To overcome them, the top management must send to its internal and external environment clear, precise and coordinated messages.
Second, people as the key elements of each characteristic group of external and internal actors of agribusiness develop in a way in which in the forefront are the needs for respect for individual. Individuals with higher level of self-esteem are generally more open to other cultures and easier accept the changes and new and different cultural values. In multicultural business should develop the relations with greater depth, even to the level of private questions and giving answers to them. This allows the (public and corporate) management an easier discovery of cooperative and explanation of conflicting elements in making management decisions.
Third, there is a need for fundamental change of style, methods and management techniques. The change begins by decreasing hierarchical levels, work enrichment and delegating the responsibility, expanding the application of participation principles, common establishment of vision, developing a common culture, in order to reduce the number of subcultures and ends with abandoning the people management and orientation on process management (including the abandonment of extreme form of management, embodied in metaphor: that everything must be done as the top management of the last actor in the chain of reproduction determined).
Fourth, there is a need for a new type of agricultural entrepreneur and manager who should have a lot of knowledge (knowledge of language, history, culture, trade and labour law and the like, of the environment in which operates) and new abilities (different techniques of communication, quick understanding of new problems, higher level of tolerance, and the like). It is a prerequisite for successful solution of business management problems in a multinational agribusiness.
Fifth, a good agricultural entrepreneur and manager has to accept the reality that everything does not depend on him and his desires, that is
professional teams and other associates, but also on government and other institutions with which is facing his business venture, commercial agricultural farm, food and beverages production company, logistics and trading company. Therefore should very carefully and systematically submit the suggestions, comments, critics and statements of support to surrounding, in order that his work on management will be sufficiently supported and less distracted. This refers to adverse relations of trade in the chain of reproduction, appearance of monopolistic behaviour, tariffs, taxes and subsidies, disadvantages of agricultural administration, system of education and innovation for agribusiness, and especially to poor international economic relations with other countries and the like, and that while the things are not put in order. This should be done in a way that those with which is working will make cooperative, rather than indifferent or competitive.
These requirements are directly confronted with the needs of changes in production-organizational system of regional agro-food industry, which requires distinguishing two main.
Sixth, persistently should work on creating frame for strategic business planning and development of a new culture of public activity in the agribusiness. Two options are the key. First, the time horizon for effective (macro, mezzo, business) planning must extend over several years. Second, the state in defining the content of own goals and actions in the field of agro-food industry has to make substantial shift in the phenomenon promotion, which represents the cultural basis for more effective realization of agricultural, developmental, industrial, social and ecological policies in modern market economies, such as: transparency, transparency, precision, professionalism, responsibility and trust.
Seventh, clearly and unequivocally should accept the attitude that all actions related to the development of new production-organizational system of agro-food industry in Vojvodina should be based on knowledge and beliefs of in which way are functioning the actors of agribusiness in an open market economy and must clearly and precisely restrict the responsibilities in the implementation of economic objectives system, on the one hand, and of the social and political goals system, on the other hand. In this context, the basic principles for finding better solutions in functioning of the agribusiness are: (1) multi criterion of problems to be solved, (2) better understanding of transient phenomena, especially, resistance to change, which are marked by process of reconstruction and agribusiness performances im-
provement, on the one hand, and institutions for their regulation, on the other hand, and (3) the instability of social preferences in determining the size, structure and quality of objectives and institutional reforms and policies actions.
What's the lesson? Designing a new model of agro-food industry development in Vojvodina, based on the concept of agribusiness competitiveness improvement, without cooperation between the public and private sector and development of new cultural forms is outdated model, because in the international food market, along with products and services, compete also knowledge, ideas and (prompt) understanding of reality and, as such, precede to each production and trade.
6. Conclusions
The necessary conditions for development of new production-organizational system of agrofood industry in Vojvodina based on the agribusiness functioning model in which in the forefront are the activities in generating and implementing the business, technological and organizational innovations are in poor condition. However, such a development is not determined by fate as unrea-lisable. For that it is necessary to identify all the main obstacles and deficiencies and deliberately remove them. In this context, the mentioned taxonomy is primarily a scientific interpretation attempt: What should be done in the domain of agribusinesses to create basic conditions for initiating the process of revitalizing the agro-food industry development functions in Vojvodina and their real involvement in the European Union food market? However, three operational conclusions can be carried out, which also represent the basis for further research.
First, the presented concept of operationalization strategies of production-organizational system structural adjustment of agro-food industry and agribusinesses in function to revitalize the food production developmental functions in Voj-vodina is based on systemic integration of paradigm: learning and cooperative collaboration -derived from mass and, mostly, informal communication between individuals, economic and noneconomic factors, which provide a labour division and specialization based on the information flow and exchange of experiences necessary for the prompt and (economically) effective action for individual and group preferences operationalization in conditions sharp, open and unfair game in European Union food market.
Second, the main objectives of the development of agro-food industry and agribusiness system new production-organizational systems in
Vojvodina are: (1) the development of economically self-sustaining agricultural farm, (2) encouraging the restructuring of productive, technological, organizational and personnel structure of the agro-industrial complex, and (3) eliminating the impacts of distributive oriented coalitions and replacing them with development-oriented coalitions by the basic lines of production (wheat, corn, sugar, oil, bio-diesel, milk, pork, poultry and beef with characteristics of healthy and natural food).
Third, the operationalization of the specific content of strategy for development of production-organizational system of agro-food industry and agribusinesses in function to revitalize the developmental functions of food production in Vojvodina should be, because of the state of general institutional disorder, in the initial period reduced to: (1) transformation projects of national scientific-research institutes into the high-technology companies, (2) promotion of new models of innovation development planning at university, independent institutes and production enterprises, and (3) promotion of more efficient models of relations regulation, behaviour and evaluation of the results in innovation systems in which in the forefront are the increasing of processes and products competitiveness and quality promotion in order to increase food exports at higher prices. In this context, the main activities of public factors should be limited to: (4) intensification of the infrastructure modernization process for provision of public goods and public administration services for agro-industrial complex in accordance with the best European models, (5) support to the development of productive entrepreneurship and human capital through various forms of cooperation between public and private sectors, and (6) revitalisation and modernization of transport infrastructure with complex of macro logistics bases and border crossings in order to create conditions for economic and technical rational food export.
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