Differences in implementing management and organization development directions between domestic and foreign companies in Estonia

Baltic Journal of Management - Tập 5 Số 1 - Trang 82-99 - 2010
MarisZernand‐Vilson1, TiitElenurm1
1Estonian Business School, Tallinn, Estonia

Tóm tắt

PurposeThe purpose of this paper is to find out which contemporary management ideas have been implemented in Estonian business organizations and what are the differences between domestic and foreign companies in the field of management innovation.Design/methodology/approachExperts selected among management development approaches that were most frequently reflected in Harvard Business Review, Fortune Magazine and in the ProQuest database 8 direction that are most relevant for the survey in the transition economy context. The survey format is a qualitative questionnaire submitted to top managers in 141 Estonian enterprises.FindingsThe most frequently followed management development directions are balanced scorecard/management by objectives, supply chain management, learning organization, and total quality management. General differences between contemporary management directions in the domestic‐ and foreign‐owned companies researched are not significant. The initial hypothesis that contemporary management directions implemented in Estonian enterprises are mainly based on knowledge transfer by foreign enterprises or investors is not affirmed.Research limitations/implicationsBy using only a selection of management directions, it is not possible to draw final conclusions about the development process of management practice. The nature of the sample does not allow the authors to draw conclusions about all business sectors in Estonia.Practical implicationsThe results provide insight into the value of contemporary management directions for Estonian enterprises and enable the authors to make some forecasts about future management trends in Estonia depending on domestic and foreign ownership of enterprises that can be taken into consideration in management training programmes.Originality/valueThe paper provides an overview of innovations in management practice in a transition economy that has not been researched earlier by using a tool that operationalizes contemporary management directions.

Từ khóa


Tài liệu tham khảo

Abrahamson, E. and Eisenman, M. (2001), “Why management scholars must intervene strategically in the management knowledge market”, Human Relations, Vol. 54 No. 1, pp. 67‐75.

Abrahamson, E. and Fairchild, G. (1999), “Management fashion: lifecycles, triggers and collective learning process”, Administrative Science Quarterly, Vol. 44 No. 4, pp. 708‐40.

Alas, R. (2003), “Organisational changes during the transition in Estonia: major influencing factors”, PhD thesis, Estonian Business School, Tallinn.

Argyris, C. (1996), On Organizational Learning, Blackwell, Cambridge.

Armstrong, M. (1993), A Handbook of Management Techniques: The Best Selling Guide to Modern Management Methods, Kogan Page, London.

Bank of Estonia (2007), “Estonia's international investment position and gross external debt as at 31 March 2007”, available at: www.eestipank.info/search/en/.

Bartlett, C.A. and Ghoshal, S. (2002), Managing across Borders: The Transnational Solution, Harvard Business School Press, Boston, MA.

Bettis, R.A. and Prahalad, C.K. (1995), “The dominant logic: retrospective and extension”, Strategic Management Journal, Vol. 16 No. 1, pp. 5‐14.

Clegg, S., Hardy, C., Lawrence, T. and Nord, W.R. (1996), Handbook of Organization Studies, 2nd ed., Sage, London.

Crainer, S. (1996), Key Management Ideas: Thinking that Changed the Management World, Pitman, London.

Deming, W.E., Reynard, S. and Ando, Y. (1994), Fourth Generation Management: The New Business Consciousness, McGraw‐Hill, Boston, MA.

Elenurm, T. (2002), “Priorities and problems of developing knowledge management practices in a transition economy”, Third European Conference on Knowledge Management, Trinity College, Dublin, pp. 233‐42.

Elenurm, T. (2007), “International competitiveness and organizational change drivers anticipated by Estonian manages in the context of European integration”, Baltic Journal of Management, Vol. 2 No. 3, pp. 305‐18.

EW ISME (2005), Enterprises in Technology‐intensive Business, Estonian Institute for Future Studies, Tallinn.

Fan, Y. (1998), “The transfer of western management to China”, Management Learning, Vol. 29 No. 2, pp. 201‐2.

Garvin, D.A. (1993), “Building a learning organization”, Harvard Business Review, Vol. 71 No. 4, pp. 78‐91.

Greatbatch, D. and Clark, T. (2005), Management Speak: Why We Listen to What Management Gurus Tell Us, Routledge, New York, NY.

Guillen, M.F. (1994), Models of Management: Work, Authority and Organization in a Comparative Perspective, University of Chicago Press, Chicago, IL.

Handy, C. (1984), The Future of Work: A Guide to a Changing Society, Basil Blackwell, New York, NY.

Jackson, B. (2001), Managment Gurus and Management Fashions, Routledge, London.

Juran, J.M. and Godfrey, A.B. (2000), Juran's Quality Handbook, McGraw‐Hill, New York, NY.

Kanter, R.M. (1989), When Giants Learn to Dance: Mastering the Challenge of Strategy, Management, and Careers in the 1990, Simon & Schuster, New York, NY.

Kaplan, R.S. and Norton, D.P. (1996), The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Boston, MA.

McCann, D. and McCann, C.R. (2006), Team Management, Jaico Publishing House, Mumbai.

Margerison, C. and McCann, D. (1991), Team Management: Practical New Approaches, Mercury Business Books, London.

Mets, T. and Torkoff, M. (2007), “Patterns of learning organisation in Estonian companies”, Trames, Vol. 11 (65/56) No. 2, pp. 139‐54.

OECD (2001), OECD Reviews of Foreign Direct Investment: Estonia, OECD, Paris.

Parush, T. (2008), “From ‘management ideology’ to ‘management fashion’: a comparative analysis of two key concepts in the socialogy of management knowledge”, International Studies of Management & Organization, Vol. 38 No. 1, pp. 48‐70.

Power, M. (1997), The Audit Society ‐ Rituals of Verification, Oxford University Press, Oxford.

Pundziene, A., Kundrotas, V. and Lydeka, Z. (2006), “Managment challenges in rapidly growing Lithuanian enterprises”, Baltic Journal of Management, Vol. 1 No. 1, pp. 34‐48.

Rigby, D. (2001), “Management tools and techniques”, California Management Review, Vol. 43 No. 2, pp. 139‐59.

Senge, P.M. (1997), The Fifth Distcipline. The Art and Practice of the Learning Organisation, Century Business, London.

Simon, H. (1960), The New Science of Management Decisions, Harper & Row, New York, NY.

Sturdy, A. (2004), “The adoption of management ideas and practices: theoretical perspectives and possibilities”, Management Learning, Vol. 35 No. 2, pp. 155‐79.

Tiits, M., Kattel, R., Kalvet, T. and Kaarli, R. (2003), Competitiveness and Future Outlooks of the Estonian Economy. R&D and Innovation Policy Review, Secretariat of the Research and Development Council State Chancellery, Tallinn.

Waterman, R.H. and Peters, T.J. (1989), In Search of Excellence: Lessons from Americas Best Run Companies, Harper & Row, London.

Williams, R. (1995), “Self‐directed work teams: a competitive advantage”, Quality Digest, Vol. 15 No. 11, pp. 50‐2.

Thông tin
Thông tin xuất bản

Baltic Journal of Management

Tập 5 Số 1

82-99

Thông tin tác giả