Abstracts Organizational Learning Process in Slovenian, Croatian, and Malaysian Companies Vlado Dimovski, Miha Škerlavaj, Mok Kimman, and Tomislav Hernaus In our contribution we aim to test differences in the way companies learn in Slovenia, Croatia, and Malaysia. We used the Organizational learning measurement instrument developed and tested by Dimovski (1994), Škerlavaj (2003), Dimovski and Škerlavaj (2005). It employs three measurement variables (Information acquisition, Information interpretation, and Behavioural and cognitive changes) as well as 38 items (presented in the paper) to measure the Organizational learn- ing construct. In autumn 2005, data from 203 Slovenian, 202 Croat- ian, and 300 Malaysian companies were gathered. Results indicate that companies in all three countries under scrutiny are closest in terms of behavioural and cognitive changes, meaning that globalization and other challenges of the modern business environment demand all of them to change and adapt quickly. However, the ways they are cop- ing with those challenges are different. Generally speaking, there are more similarities than dissimilarities between Slovenia and Croatia, while this is not the case when comparing both countries to Malaysia. When acquiring information, Slovenian and Croatian companies rely more on internal sources (own employees, past decisions, etc.), while Malaysian companies tend to rely more on external sources and more often have employees dedicated to searching for external informa- tion. When trying to interpret the information acquired, Slovenian and Croatian companies rely more on personal contacts, informal team meetings, and believe that information given to subordinates must be simple and concise, while Malaysian companies tend to use more for- mal collective decision-making and written communication to under- stand the meaning of information. Key words: organizational learning, information acquisition, information interpretation, behavioural and cognitive changes, Slovenia, Croatia, Malaysia The Importance of Management in the Deregulated Retail Electricity Distribution Market in Slovenia Drago Papler and Štefan Bojnec This paper underlines the importance of management in the deregu- lated retail electricity distribution market, entrepreneurship and busi- ness behaviours toward consumers’ satisfaction with quality of ser- vices. The coefficients of concentration indicate a high concentration številka 2 · zima 2006 175