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.
- page 371–372 Titelei/Inhaltsverzeichnis
- page 373–374 Editorial
- page 375–483 Articles
- page 375–397 Relationship between Russian societal culture and public relations strategies Katja Lumbar Globočnik, Anja Žnidaršič, Marko Ferjan
- page 398–422 The effect of job satisfaction, absenteeism, and personal motivation on job quitting: A survey of Croatian nurses Eva Smokrović, Maja Frencl Žvanut, Antun Bajan, Radivoje Radić, Boštjan Žvanut
- page 423–446 Effects of professionalism on employee satisfaction and organizational commitment at five star hotels in Baku Gabil Guliyev, Turgay Avci, Ali Öztüren, Farzad Safaeimanesh
- page 447–465 Is Gibrat’s law valid for travel agencies and tour operators? Evidence from the Visegrad group countries Veronika Hedija, Roman Fiala
- page 466–483 The country of origin of services and consumers as the determinants of purchase intentions in medical tourism Monika Boguszewicz-Kreft, Katarzyna Sokołowska, Ewa Magier-Łakomy, Brigita Janiūnaitė
- page 484–508 Research Notes
The agricultural sector in transitional and emerging market economies is marked by the prominence of agroholdings, i.e., conglomerates of agricultural enterprises controlling up to hundreds of thousands of hectares of farmland. Drawing on secondary information from Ukraine, this paper explores how institutional turbulence gives rise to agroholdings. The key hypothesis is that membership in an agroholding presents a strategy for agricultural enterprises to remain resilient in the midst of the severe institutional turbulence characteristic of a transitional economy. The focus on resilience provides a tentative explanation of why the remarkable growth of agroholdings fails to be accompanied by evidence of their superior efficiency.
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