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The cornerstones of corporate strategies in Slovenia and Croatia (Research Note)
Lahovnik, Matej - In: Journal of East European management studies : JEEMS 9 (2004) 3, pp. 313-327
In our study, we managed to include companies involved in six different industries. Diversification is the most frequently used corporate strategy. Our study reveals that 43.3% of companies diversified through external means, 26.7% diversified through internal means, while 30% diversified...
Persistent link: https://www.econbiz.de/10010188815
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Coping with the market : are there cohort effects for organisations in transition?
Wyrwich, Michael; Krause, Ina - In: Journal of East European management studies : JEEMS 16 (2011) 1, pp. 54-74
This paper investigates the employment growth of small and medium-sized firms that survived the transformation process of the German Democratic Republic (GDR). We find that firms founded in the later period of the GDR’s existence have especially low growth prospects, even 10 years after German...
Persistent link: https://www.econbiz.de/10009785790
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Institutions, corporate governance and corporate governance institutions : the case of Estonia
Postma, Theo J. B. M.; Hermes, Niels - In: Journal of East European management studies : JEEMS 8 (2003) 3, pp. 263-292
During the last ten years, Estonia has made strong efforts in terms of the transition to a market economy. This is … process of economic transition of the country. It describes the current state the corporate governance structures as compared …
Persistent link: https://www.econbiz.de/10010189751
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Corporate governance : does the concept work in transition economies?
Kuznecov, Andrei Petrovich; Kuznecova, Olga - In: Journal of East European management studies : JEEMS 8 (2003) 3, pp. 244-262
The paper evaluates the feasibility of employing mainstream models of corporate governance in the context of transition …
Persistent link: https://www.econbiz.de/10010189752
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The political networking challenge to business leadership in Bulgaria
Michailova, Snejina; Iankova, Elena A. - In: Journal of East European management studies : JEEMS 8 (2003) 4, pp. 397-414
management as personal networking is utilized under the conditions of a transition to a market economy and democracy. The newly …
Persistent link: https://www.econbiz.de/10010190679
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Two decades of post-socialism in Serbia : lessons learned and emerging issues in human resource management
Bogićević Milikić, Biljana; Janićijević, Nebojša; … - In: Journal of East European management studies : JEEMS 17 (2012) 4, pp. 445-463
The success and speed of transition processes in post-socialist countries produced quite different results regarding …
Persistent link: https://www.econbiz.de/10009780148
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From the chaos of transition economy to “normalized” managerial practices : the role of group interaction in creating meaning in managerial work
Serdukov, Svetlana - In: Journal of East European management studies : JEEMS 17 (2012) 4, pp. 423-444
the context of a transition economy. Using the approach of theory of social representations (Moscovici, 1961), a thirteen …. During the transition period, the content of managerial actions, narratives and identity changed in the same way under the … transition economies where the process of emergence of a small social group was observed and the pattern of evolution identified. …
Persistent link: https://www.econbiz.de/10009780156
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Study of the mututal connections among information-communication technologies, organisational learning and business performance
Škerlavaj, Miha; Dimovski, Vlado - In: Journal of East European management studies : JEEMS 11 (2006) 1, pp. 9-29
Persistent link: https://www.econbiz.de/10003288256
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Models of competition between firms : the case of Slovenia's (post)transitional economy
Čater, Tomaž; Pučko, Danijel - In: Journal of East European management studies : JEEMS 11 (2006) 2, pp. 140-172
Persistent link: https://www.econbiz.de/10003331260
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Transactional and transformational leadership impacts on organizational learning
Zagoršek, Hugo; Dimovski, Vlado; Škerlavaj, Miha - In: Journal of East European management studies : JEEMS 14 (2009) 2, pp. 144-165
Persistent link: https://www.econbiz.de/10003839143