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 developments and points out strategies for Human Resources Management and Marketing in how to cope with upcoming challenges.
... reality that some firms offshore to countries that are very close--geographically, economically,... decisions of firms from the US and the European Union 14 countries (2) to both near and distant lo...
The HR practices of the former state-socialist countries have gone through significant changes. The analysis of the developments, built on the Cranet (2004) survey, intends to describe the similarities and differences found between 6 countries of the Central Eastern European region and the total sample of 32 countries participating in the survey. The primary aim of the paper is to highlight the strands of international human resource management, investigating the main focuses, strong and weak elements of both CHRM and HRM. Moreover, it attempts to formulate suggestions on where and how to increase the explanatory power of the current models of CHRM, based on the experiences gained by this analysis.
The previous articles described police systems and reforms implemented in three countries. In this final article, the authors explore the similarities and differences in the police systems of these three countries, focusing specifically on the organization of the police forces and their governance systems. Section 2 examines what the starting point for police reforms is and how the shifts brought about by successive police reforms can be assessed. In Section 3, they ask if there is a common pattern in the way these four police systems have evolved, or whether it is more appropriate to talk of a hodgepodge of developments. We end their paper in Section 6 by discussing their expectations of the future of police systems in the three countries and by raising the question of whether there is...
... assume the existence of a common Western European developmental path for police systems. 2 The organ...
... for competitive advantage across countries (Hall and Soskice 2001; Whitley 2007). Similar to ...2009). Similar to other Central Eastern European countries, collaboration within sectors is reduced...
... I-P strategy is that EM MNEs based in countries more open to international trade should benefit mo...European Management Journal, 18(4), 444-453. . Bettis, R. A...
... of the position taken by ECE countries within the European production architecture, the i...
The main objective of the article is to analyse the current state of the innovation activity among the Russian enterprises. The empirical evidence shows only 13% of the sample indicated that innovation is the first priority for the firm. We propose that the Russian Government designs innovation policies which takes into account the differences between the industries. Secondly, the Russian Government should promote international innovation cooperation by setting up technology trade agents in the most active countries in terms of innovation cooperation, such as Germany, the USA, and Finland. Thirdly, the CEOs of the Russian enterprises consider R&D funding as well as policy steps to increase R&D effectiveness, as those measures of innovation policy which should be of the highest p...
... CSR activities of firms from different countries, thus reducing the role that domestic institutions... the part of Japanese firms, while US and European firms had a broader focus; at the same time, exter...
This teaching case study focuses on the shifting of company strategy from the national to the CEE-regional level. Friesland, a Dutch-owned dairy company in Hungary, was extremely successful in the national context since 1993, but the 2004-enlargement of the European Union initiated a process of regional integration across Central European countries. Management has to face new challenges for company strategy (such as regional expansion) and organisational structures (fitting an existing national company to the new international group of businesses).
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