Evolving Management Practices in the Czech Republic: Restructuring and Market Orientation

Ronald Savitt

doi:10.5771/0949-6181-1998-4-339

Inhalt
- Kapitel Ausklappen | EinklappenAutorenSeiten
- I–IV Titelei/Inhaltsverzeichnis I–IV
- 317–318 Editorial Graham Hollinshead Graham Hollinshead 317–318
- 319–371 Articles 319–371
  - 319–338 Service Orientation in Transitional Economies - Analysis of Critical Service Factors in two Slowenian Banks Compared to the USA Samo Bobek, Monty L. Lynn, Richard S. Lytle Samo Bobek, Monty L. Lynn, Richard S. Lytle 319–338
  - 339–354 Evolving Management Practices in the Czech Republic: Restructuring and Market Orientation Ronald Savitt Ronald Savitt 339–354
  - 355–371 Privatisation Method Effects on Performance and Market Orientation of Central/Eastern European Companies Tony Cox, Graham Hooley, John Fahy, József Berács, Krzysztof Fonfara, Boris Snoj Tony Cox, Graham Hooley, John Fahy, József Berács, Krzysztof Fonfara, Boris Snoj 355–371
- 372–382 Forum 372–382
  - 372–376 Open Issues at the Conclusion of Privatization (Corporate Ownership Restructuring) in Slovenia Jure Kovač Jure Kovač 372–376
  - 377–379 Open Issues at the Conclusion of Privatization (Corporate Ownership Restructuring) in Slovenia - Comment and Views Danijel Pucko Danijel Pucko 377–379
  - 380–382 Slovenian firms after privatisation: is there a transformational leadership? Bruno Grancelli Bruno Grancelli 380–382
- 383–390 Book Reviews 383–390
- 391–394 News / Information 391–394
- 395–400 Column 395–400
  - Management in Bulgarien - ein Blick vor Ort Z. Kumanov Z. Kumanov
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JEEMS Journal of East European Management Studies , Seite 339 - 354

Evolving Management Practices in the Czech Republic: Restructuring and Market Orientation

Autoren

Ronald Savitt

DOI
- doi.org/10.5771/0949-6181-1998-4-339
- ISSN print: 0949-6181
- ISSN online: 1862-0019
Abstract

This article examines the market orientation activities of four firms in the Czech Republic. The findings are framed in terms of organizational innovation. Two firms have successfully adopted such practices, however, they had the advantages in one case of being a start up and in the other having the direction of its international parent. The other two are traditional old state enterprises that in spite of having gone through formal restructuring have not made substantial progress in shedding the management processes of the past. The findings suggest that restructuring with current practices and procedures does not foster the innovative environment necessary to move old state enterprise toward marketing practices.
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