The Journal of East European Management Studies aims to promote dialogue and cooperation among scholars seeking to examine,explore and explain the behaviour and practices of management within the transforming societies of Central and Eastern Europe.The theoretical interests of the journal areorganisational and management change,Central and East European societies (including those on the fringes of Europe) undergoing processes of transition or transformation, andscientific issues of business, management and organisation that arise in such contexts.The JEEMS aims to attract social scientific contributions from scholars of any nation and region, but particularly wishes to encourageauthors from those countries directly experiencing transformational change. Its potential readership is international, comprising academicsand practitioners with an involvement or interest in the management of change in transforming societies in Central and Eastern Europe.
The paper investigates the role of corporate governance institutions at the subsidiary level in conglomerates in emerging markets. The literature typically highlights that these institutions are necessary to reassure minority shareholders and thus...
The literature points to the positive role of Human Resource Management (HRM) best practices affecting organizational innovation. However, it is still insufficiently clear which mechanisms produce this outcome. In this study, we focus on Human...
There is general agreement on the differences between managers and entrepreneurs. The current research explores how an entrepreneur’s self-concept differs from a manager’s self-concept and aims to make a contribution concerning comparison of...
This paper examines the area of business ethics in subsidiaries of multinational companies operating in the Czech Republic. The empirical investigation involved 335 subsidiaries from sectors in which business activities in the Czech Republic...
A psychological contract is an unwritten agreement between an employee and the employer, an idiosyncratic set of mutual promises, expectations and undertakings to which an employee and the organisation are committed (Rousseau 1989). In...
This study expands the limited research on the influence of organizational culture on employee perceptions of their workworld. It focuses on the explicit meaning of employee responses to in-depth, open-ended questions about their lived experiences...
The paper explores recent change dynamics of human resource management (HRM) practices by examining underlying reasons why these changes have occurred within large-sized Croatian organizations. In Study 1, for hypotheses development purposes, we...