JEEMS Journal of East European Management Studies

doi:10.5771/0949-6181-2019-2

JEEMS Journal of East European Management Studies

Browse Volumes: JEEMS Journal of East European Management Studies

JEEMS Volume 24 (2019) Issue 2

CC-BY Access

doi.org/10.5771/0949-6181-2019-2
ISSN: 0949-6181
ISSN online: 1862-0019
Nomos, Baden-Baden Nomos, Baden-Baden

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Abstract

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 are

organisational and management change,
Central and East European societies (including those on the fringes of Europe) undergoing processes of transition or transformation, and
scientific 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.

Chapter Expand | CollapseAuthorsPage
205–206 Titelei/Inhaltsverzeichnis 205–206
207–208 Editorial 207–208
209–209 Obituary 209–209
210–369 Articles 210–369
- 210–234 Long-Term Performance Implications of Management Innovation Muamer Bezdrob Muamer Bezdrob 210–234
- 235–258 Post-entry strategic significance of export market: how does psychic distance work? The evidence from European SMEs Mariola Ciszewska-Mlinaric, Krzysztof Obloj, Marcus Hülsdau Mariola Ciszewska-Mlinaric, Krzysztof Obloj, Marcus Hülsdau 235–258
- 259–279 Does perceived top management involvement and knowledge sharing affect perceived project performance? Evidence from the banking sector Nela Milošević, Oliver Tošković, Slađana Barjaktarović Rakočević Nela Milošević, Oliver Tošković, Slađana Barjaktarović Rakočević 259–279
- 280–304 CSR reporting practice: Is there room for integration? – Evidence from Serbian foreign investors Goranka Knežević, Vladan Pavlović Goranka Knežević, Vladan Pavlović 280–304
- 305–323 The preferred leadership and followership styles of employees in state- and privately-owned organizations in Serbia and Macedonia Kalina Sotiroska Ivanoska, Zorica Markovic, Elisaveta Sardzoska Kalina Sotiroska Ivanoska, Zorica Markovic, Elisaveta Sardzoska 305–323
- 324–346 The impact of networking behaviours and individual social capital related to work on perceived career satisfaction and its prospects: The case of Poland Marzena Fryczyńska, Alena Ivanova Marzena Fryczyńska, Alena Ivanova 324–346
- 347–369 Determinants of early stage high-growth entrepreneurship: Evidence from South East Europe region Bojan Leković, Nemanja Berber Bojan Leković, Nemanja Berber 347–369

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