Journal for East European Management Studies

Editorial

Cross-Border Acquisitions and Shareholder Wealth: Evidence From the Energy and Industry in Central and Eastern Europe*

We look at the wealth generated for shareholders of energy assets in Central and Eastern Europe (CEE) by the announcement of cross-border mergers or acquisitions involving a bidder from a Western industrialized country between 1995 and 2005. The impact on both the performance improvements at the firm level as well as on an industry and economic level of foreign ownership of the energy assets in CEE are discussed. The main driver behind the positive effect is the industrial relatedness in acqu...

Organisational Culture Dimensions in Romanian Finance Industry*

As part of the GLOBE project, this paper explores the societal and the organizational culture of the Romanian finance industry as reflected by middle managers' opinion. The two culture levels are compared across nine cultural dimensions. The differences between the cultural manifestations (practices and values) are analyzed through comparing the middle managers' answers to "what is" and "what should be" type questions at organizational and societal levels. The findings show some significant d...

The Demographic and Economic Transition in Central and Eastern Europe - Management Implications*

Although the population in Central and Eastern European Countries (CEEC) is still younger, on average, than in Western Europe, the CEEC also have to cope with challenges caused by the demographic shift towards an ageing, shrinking population. Some countries are ageing even faster than Western Europe. Apart from ageing, the CEEC also have to face problems caused by the economic transition. Based on neo-institutional organisation theory this paper looks at the management implications of these d...

Strategy Techniques for the Times of High Uncertainty*

This paper sets out to propose the techniques that enable corporations to develop and to implement robust strategies under conditions of severe uncertainty. Through the correction of the traditional definition of stakeholders I found the general algorithm for achieving robustness in corporate strategies. This algorithm includes: (1) the clear definition of a limited set of the types of stakeholders, (2) the simplification of the sets of stakeholders' claims and discovery of intrinsic benefits...

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