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.
This article considers the impact of the ownership form on the formation of an organizational strategy by the main organizational actors. The following questions are discussed: Are there quick structural and strategic changes in the enterpise after...
This article compares the reform policies persued in Poland and the Czech Republic since 1990. The different results of the system transformation - ‘economic growth’ in the case of Poland and ‘macroeconomic stability’ in the case of Czechia...
This commentary aims to discuss some features of industrial relations development in the post-communist Czech Republic. The forming of new institutions will be considered, and legal frameworks, as well as the historical, cultural, political, and...
This article considers the importance of institutional legacies of the state-socialist past in Poland and Czechoslovakia for the generation of enterprise restructuring strategies. Drawing on two case studies each in Poland and the Czech Republic...