Emerging and Enduring Issues
E-Book, Englisch, 486 Seiten, Format (B × H): 153 mm x 227 mm
ISBN: 978-3-8452-8603-7
Verlag: Nomos
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
In contrast to other publications, which mostly offer a Western perspective on CEE management, this volume presents 21 articles published in the Journal of East European Management Studies (JEEMS) since 1996. The fact that the various contributors are researchers from both the West and the East, that is, insiders as well as outsiders, allows for a multifaceted perspective on CEE management.
Among others, the book addresses topics such as:
- system change, new institutions, resistance to privatisation, restructuring, governance structures, networks and FDI to and from CEE countries
- Cultural change, intercultural conflicts, trust and the creation of meaning
- Management transfer, cross-cultural management, cooperation and management learning
- Management strategies and practices in CEE countries.
With contributions by
James G. March; Marin Marinov and Svetla Marinova; Shyqyri Llaci and Vasilika Kume; Vesa Suutari; Doina Catana, Alexandru Catana and Jim L. Finlay; Izabela Robinson and Beata Tomczak-Stepien; Miroslav Stanojevic; Mike Geppert; Kálmán Kalotay; Snejina Michailova and Kenneth Husted; Zoltán Buzády; Dorota Dobosz-Bourne; Christoph Dörrenbächer; Päivi Karhunen; Ed Clark and Anna Soulsby; Jure Kovac and Manca Jesenko; Bruno Grancelli; Svetlana Serdukov; Miha Škerlavaj, Chunke Su and Meikuan Huang; Janez Prašnikar, Dragan Mikerevic and Damjan Voje; Yuliya Ponomareva and Timurs Umans; Tiia Vissak and Xiaotian Zhang.
Autoren/Hrsg.
Fachgebiete
Weitere Infos & Material
1;Cover;1
2; Editorial;7
2.1; Management in CEE Countries between 1996 and 2016 — Enduring and Emerging Issues;7
3; Interview;12
3.1; Interview with James G. March;12
4; Articles;21
4.1; Characteristics and Conditions of Entrepreneurship in Eastern Europe;21
4.2; Woman’s role as owner/manager in the framework of Albanian business;39
4.3; Problems Faced by Western Expatriate Managers in Eastern Europe: Evidence provided by Finnish Expatriates in Russia and Estonia;67
4.4; Managerial Resistance to Change: Romania’s Quest for a Market Economy;85
4.5; Cultural Transformation at Enterprise Level: Case Study Evidence from Poland;99
4.6; Industrial Relations in ‘Post-Communism’: Workplace Co-operation in Hungary and Slovenia;119
4.7; Intertwining organisational learning and institutional settings: Evidence from organisational case studies in East German context;139
4.8; Outward Foreign Direct Investment from Economies in Transition in a global context;158
4.9; Decision making in organisations hostile to knowledge sharing;177
4.10; Which club does your Alliance belong to? - An empirical classification of strategic alliances in post-transition Hungary;189
4.11; Reverse diffusion of quality: Evidence from General Motors UK and Poland;213
4.12; Inside the transnational social space: Cross-border management and owner relationship in a German subsidiary in Hungary;235
4.13; Toward convergence in the St. Petersburg hotel industry through the lens of institutional theory;256
4.14; Perceptions of MNC management: Local parent sensemaking in international joint venture process;279
4.15; The connection between trust and leadership styles in Slovene organizations;302
4.16; Local development in the rural regions of Eastern Europe: Post-socialist paradoxes of economic and social entrepreneurship;327
4.17; From the chaos of transition economy to “normalized” managerial practices: The role of group interaction in creating meaning in managerial work;349
4.18; The moderating effects of national culture on the development of organisational learning culture: A multilevel study across seven countries;370
4.19; Blockholding and organisational diversity: the case of a transition economy;403
4.20; An integrative view on managerial discretion: A study of a Russian firm in transition;433
4.21; A born global’s radical, gradual and nonlinear internationalization: A case from Belarus;464
