Long-Term Performance Implications of Management Innovation

Muamer Bezdrob

doi:10.5771/0949-6181-2019-2-210

Contents
- 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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JEEMS Journal of East European Management Studies , page 210 - 234

Long-Term Performance Implications of Management Innovation

Autoren

Muamer Bezdrob

DOI
- doi.org/10.5771/0949-6181-2019-2-210
- ISSN: 0949-6181
- ISSN online: 1862-0019
Abstract

Any kind of innovative activity is driven by the urge for utmost success, continuous improvement or mere survival. The same holds true for management innovation, arguably the most advanced innovation type in the world of business. Although previously unjustifiably neglected, a significant number of studies have emerged recently that prove the potency of this type of innovation. Following such a trend, this study explores another distinguishing feature of management innovation - its durability. The study findings confirm the claim that companies that are innovative in management achieve better business performance in the long run. In addition, the study provides further support for the new direction in researching the innovation concept - an interdependent or synchronous approach to the adoption of different types of innovation on the company level.
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