Journal of East-West Business (J East W Bus )

Description

The Journal of East-West Business is international in scope and treats business issues from comparative, cross-cultural, and cross-national perspectives. The journal features an Editorial Advisory Board that represents the Russian Federation, Eastern/Central European, and Baltic republics in this new business arena. The journal covers an enormous gamut of inquiry, including: privatization of state enterprises, management training and development, foreign direct investment, entrepreneurship, joint ventures, telecommunications in Central Europe, case studies, transformation to the free-market economy system, enhancement of distribution, strategic business alliances, management of technology transfer and reverse technology transfer, export and trade development, free trade and industrial growth, market research in Central and Eastern Europe, international licensing/franchising, development of tourism in Central and Eastern Europe, capital financing and budgeting, other emerging topics of critical concern to this area of the world.

  • Impact factor
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  • 5-year impact
    0.00
  • Cited half-life
    0.00
  • Immediacy index
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  • Eigenfactor
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  • Article influence
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  • Website
    Journal of East-West Business website
  • Other titles
    Journal of East-West business (Online), Journal of East-West business
  • ISSN
    1066-9868
  • OCLC
    43482123
  • Material type
    Document, Periodical, Internet resource
  • Document type
    Internet Resource, Computer File, Journal / Magazine / Newspaper

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: Bulgaria's extraordinary openness performance in terms of international trade and inward foreign direct investment (FDI) volumes has not been affected by both the country's failure to reach the levels of structural transformation and technological upgrading achieved by Central and Eastern Europe member states and by the failure to comply with European Union (EU) law within certain time frames. Although a substantial literature has evolved on the country's inward FDI due to this performance, empirical microeconomic studies explore the time frame up to EU accession. This study focuses on the effect of EU accession in order to revisit Bulgaria's primary inward FDI determinants via a meso-economic panel analysis of disaggregated data by industry. The findings indicate the neglected importance of extra-EU exports as a driver of Bulgaria's inward FDI and the appropriateness of micro-/meso-approaches to the subject.
    Journal of East-West Business 08/2013; 19(3):222-236.
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    ABSTRACT: This article models the long-term prospects of foreign direct investment in the Baltic Sea Region. After the turbulences of the crisis years and an idiosyncratic decline in 2012, these flows are expected to recover in 2013–2017, although at a slow speed. Going beyond the values forecast by the model, we can also expect a relatively slow but steady growth in the late 2010s. However,modeling and forecasting cannot fully take into consideration one-off shocks, which are still not excluded given the vulnerabilities of the world economy.The main reason for limited potential growth of foreign direct investment and its vulnerability is the relative openness of the Baltic Sea Region to external shocks. However, on balance, the growth of foreign direct investment in the region can be still faster than in other parts of the world, thanks to the solid macroeconomic bases of the region's economies.
    Journal of East-West Business 05/2013; 19(1–2):79-90.
  • Journal of East-West Business 05/2013;
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    ABSTRACT: Previous research has found that cognitive frame, mental models, and schema embody a dominant logic of firms that structure the behavioural routines of managers and can become a central force shaping a firm’s decisions and actions. This exploratory study seeks to provide insight into an emerging dominant logic among recently established private sector Chinese enterprises. Using multiple case studies of Chinese entrepreneurial firms we identify convergence on a surprisingly similar dominant logic based on closely aligned concepts and accompanying behaviours: a defensive perspective of business environment; a conservative strategic decision-making process, and full involvement of owners and top managers in daily operation that substitutes for development of elaborate routines and systems. Although a dominant logic may facilitate decision-making and growth, it may also act as a perceptual blinder limiting opportunity search as firms seek to minimize risk in an uncertain environment.
    Journal of East-West Business 01/2013; 19(4):291-316.
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    ABSTRACT: Based on the suggested five-pillar institutional framework, the study empirically investigates the impact of the institutional environment on internationalization aspirations of small and medium enterprises (SMEs) in emerging economies and maps their strategic responses against imposed institutional pressures. The data collected across five forest cluster SMEs in Saint-Petersburg and Moscow are analyzed. Political instability, corruption, bounded cognition, over-patriotism, and high-power distance act as the main constraints, while demands for new knowledge and funding are identified as the main drivers for internationalization. The classified institutional challenges are mapped against the possible strategic responses of the SMEs, such as acquiescence, compromise, avoidance, defiance, and manipulation.
    Journal of East-West Business 01/2013; 19:1-34.
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    ABSTRACT: There is no arithmetic progression consisting of square terms and with a square common difference. Alternatively, the diophantine equation 1 + x4 = 2y2 has no solution in positive integers. Consequently, the diophantine equation 8x4+1 = y2 has no positive integral solution other than x = 1, y = 3, a clear indication that no balancing number other that 1 is a perfect square.
    Journal of East-West Business 12/2012; 1(2):131-137.
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    ABSTRACT: This paper aims to contribute to the international business literature by discussing the nature of nonlinear internationalization based on a case study of an Italian firm MVM Meccanica Valle Metauro S.r.l. that had activities in Central and Eastern Europe and other countries and identifying causes of nonlinearities. It shows that nonlinear internationalization may be caused by different internal and external factors and actors; that it can occur once or several times, that foreign market exit may be temporary (followed by re-entry) and permanent and that de-internationalization does not always mean a failure for the firm.
    Journal of East-West Business 01/2012; 18(4):275-300.
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    ABSTRACT: Open innovation paradigm has emerged into an integral element of enterprise innovation strategies. The evidence on the adoption of open innovation in transition economies is rather scarce. A distinctive feature of transition economies is the structure of company ownership and the outbalanced share of state in it. This article studies the effect of ownership in the enterprises' adoption of open innovation practices in Russia's transition economy. The study is based on the survey of 206 Russian R&D-oriented enterprises. The enterprises are classified by their ownership type. The ownership structure is divided into four value categories: state-owned, privatized, de-novo, and foreign-owned.
    Journal of East-West Business 04/2011; 17(2-3):132-143.
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    ABSTRACT: This article describes innovation collaboration between Russia and a small EU country: Finland. The cooperation between these countries became more active after the signing of the Finnish-Russian modernization declaration in March 2011. However, already before this declaration, Finland in particular created structures to facilitate and finance bilateral innovation activities. Despite more active innovation collaboration, the Finnish-Russian high-tech cooperation is still dominated by exports of Finnish high-tech goods to Russia and the upgrading of existing goods together. Innovation activity aiming at jointly creating new products and services is still below potential. Despite such a harsh conclusion, two things need to be remembered. First, Russia has just recently started to rebuild its innovation system after the disintegration of the USSR, and second, fruits of innovation collaboration do not mature fast. At the end of the article, some policy recommendations, which have arisen from the bilateral interaction between Finland and Russia, are provided.
    Journal of East-West Business 04/2011; 17(2-3):156-169.
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    ABSTRACT: This article reports the results of an extensive survey of Romanian corporate experience in absorbing, adapting, and ignoring international human resource management (HRM) practices and Anglo-American concepts of leadership. The study seeks to represent and explain social patterns in the articulation and implementation of HRM in small and medium-sized Romanian companies, foreign enterprises, including multi-nationals, and the Romanian public service. An attempt is made to relate chequered organizational experience to cross-cutting themes of national management culture.
    Journal of East-West Business 07/2010; 16(3):253-282.
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    ABSTRACT: This study is one of the first to address the ownership strategy of multinational enterprises from the Nordic region using the concepts of regulative and normative institutional distance. This study contributes to the application of the institutional distance concept in foreign market entry studies. The results of our study challenge some of the findings of the previous studies due to unique sample and settings of the study. Based on a sample of 345 foreign direct investments (FDIs) made by 122 Finnish firms in 11 Central and Eastern European countries during 1990–2007, we found out that high normative institutional distance leads to the preference for wholly owned subsidiaries, which is opposite to our hypothesis and findings of previous studies. Moreover, the impacts of regulative institutional distance and international experience of the firm on ownership strategy are found to be nonsignificant in our study.
    Journal of East-West Business 07/2010; 16(3):179-200.

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