Management in CEE Countries between 1996 and 2016

1 - Cover [Seite 1]
2 - Editorial [Seite 7]
2.1 - Management in CEE Countries between 1996 and 2016 - Enduring and Emerging Issues [Seite 7]
3 - Interview [Seite 12]
3.1 - Interview with James G. March [Seite 12]
4 - Articles [Seite 21]
4.1 - Characteristics and Conditions of Entrepreneurship in Eastern Europe [Seite 21]
4.2 - Woman's role as owner/manager in the framework of Albanian business [Seite 39]
4.3 - Problems Faced by Western Expatriate Managers in Eastern Europe: Evidence provided by Finnish Expatriates in Russia and Estonia [Seite 67]
4.4 - Managerial Resistance to Change: Romania's Quest for a Market Economy [Seite 85]
4.5 - Cultural Transformation at Enterprise Level: Case Study Evidence from Poland [Seite 99]
4.6 - Industrial Relations in 'Post-Communism': Workplace Co-operation in Hungary and Slovenia [Seite 119]
4.7 - Intertwining organisational learning and institutional settings: Evidence from organisational case studies in East German context [Seite 139]
4.8 - Outward Foreign Direct Investment from Economies in Transition in a global context [Seite 158]
4.9 - Decision making in organisations hostile to knowledge sharing [Seite 177]
4.10 - Which club does your Alliance belong to? - An empirical classification of strategic alliances in post-transition Hungary [Seite 189]
4.11 - Reverse diffusion of quality: Evidence from General Motors UK and Poland [Seite 213]
4.12 - Inside the transnational social space: Cross-border management and owner relationship in a German subsidiary in Hungary [Seite 235]
4.13 - Toward convergence in the St. Petersburg hotel industry through the lens of institutional theory [Seite 256]
4.14 - Perceptions of MNC management: Local parent sensemaking in international joint venture process [Seite 279]
4.15 - The connection between trust and leadership styles in Slovene organizations [Seite 302]
4.16 - Local development in the rural regions of Eastern Europe: Post-socialist paradoxes of economic and social entrepreneurship [Seite 327]
4.17 - From the chaos of transition economy to "normalized" managerial practices: The role of group interaction in creating meaning in managerial work [Seite 349]
4.18 - The moderating effects of national culture on the development of organisational learning culture: A multilevel study across seven countries [Seite 370]
4.19 - Blockholding and organisational diversity: the case of a transition economy [Seite 403]
4.20 - An integrative view on managerial discretion: A study of a Russian firm in transition [Seite 433]
4.21 - A born global's radical, gradual and nonlinear internationalization: A case from Belarus [Seite 464]