The Transformation of Management Effectiveness in Post- Soviet Enterprises

Kari Liuhto

doi:10.5771/0949-6181-1999-3-215

Contents
- Chapter Expand | CollapseAuthorsPage
- Titelei/Inhaltsverzeichnis
- 195–196 Editorial Dieter Wagner Dieter Wagner 195–196
- 197–251 Articles 197–251
  - 197–214 Changing Organizational Structures in Slovenia Marco Hocevar, Marko Jaklic, Maja Zaman Marco Hocevar, Marko Jaklic, Maja Zaman 197–214
  - 215–237 The Transformation of Management Effectiveness in Post- Soviet Enterprises Kari Liuhto Kari Liuhto 215–237
  - 238–251 Tackling Youth Unemployment in East-Central Europe K. Roberts, C. Fagan, K. Foti, B. Jung, S. Kovatcheva, L. Machacek K. Roberts, C. Fagan, K. Foti, B. Jung, S. Kovatcheva, L. Machacek 238–251
- 252–264 Forum 252–264
  - 252–258 Romanian Cultural Background and its Relevance for Cross- Cultural Management Alexandru Catana, Doina Catana Alexandru Catana, Doina Catana 252–258
  - 259–262 Romanian cultural background and its relevance for cross- cultural management – A Comment Mihaela Kelemen Mihaela Kelemen 259–262
  - 263–264 Romanian Cultural Background and its Relevance for Cross-Cultural Management – A Comment G. Ionescu G. Ionescu 263–264
- 265–265 Book Review 265–265
- 265–270 News / Information 265–270
- 271–272 Kolumne Sheila M. Puffer Sheila M. Puffer 271–272
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JEEMS Journal of East European Management Studies , page 215 - 237

The Transformation of Management Effectiveness in Post- Soviet Enterprises

Autoren

Kari Liuhto

DOI
- doi.org/10.5771/0949-6181-1999-3-215
- ISSN: 0949-6181
- ISSN online: 1862-0019
Abstract

This study examines the post-Soviet managers' views on the transformation of the management effectiveness in their company in the 1990s. Main emphasis is placed on analysing the relationship between the organisational performance and its impact on change in the management effectiveness. The views of the Baltic enterprise management indicate that the organisational and managerial effectiveness is improving. The data suggest that success increases inertia. The empirical findings do not exclude the argument that poor performance acts as a catalyst to change. The research results seem to be consistent with the views that crises and compulsion are more closely linked with change than previous success.
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