Baltic Journal of Management

Publisher: Baltic Management Development Association, Emerald

Journal description

The Baltic region has experienced rapid political and economic change over recent years. The challenges to managers and management researchers operating within the area are often different to those experienced in other parts of the world. The Baltic Journal of Management contributes to an understanding of different management cultures and provides readers with a fresh look at emerging management practices and research in the countries of the Baltic region and beyond.

Current impact factor: 0.50

Impact Factor Rankings

Additional details

5-year impact 0.00
Cited half-life -
Immediacy index 0.00
Eigenfactor 0.00
Article influence 0.00
Website Baltic Journal of Management website
Other titles Baltic journal of management (Online), BJM
ISSN 1746-5265
OCLC 65520003
Material type Document, Periodical, Internet resource
Document type Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

Emerald

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Voluntary deposit by author of author's pre-print or author's post-print allowed on author's personal website or Institutional repository
    • If mandated by a funding agency, the author's post-print may be deposited in any open access repository after a 24 months embargo period
    • Author's pre-print and Author's post-print not allowed on subject-based repository
    • Must link to publisher version with DOI
    • Publisher's version/PDF cannot be used
    • Published source must be acknowledged with set statement
    • Non-commercial
    • Publisher last contacted on 02/04/2013
  • Classification
    green

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose – The purpose of this paper is to explore the forming and configuring of interfirm cooperation in small and medium enterprises (SMEs) characterized by different rates of growth. Design/methodology/approach – The study applies a qualitative approach. A multi-site case study was conducted in 26 Polish ICT firms. Findings – The research indicates that SMEs manage alliances ad hoc and are characterized by a constantly emerging portfolio of partners. The results also indicate that “stable-growth” and “hyper-growth” firms adopt different approaches to managing alliances and they are characterized by different attitude of top managers towards uncertainty. Practical implications – The results suggest that the managers’ attitude affects the formation and management of alliance portfolio in SMEs. The authors further highlight the importance of managerial agency within the firms and indicate that managers can actively shape the alliance portfolio of their firms. Originality/value – The paper theoretically contributes to alliance portfolio literature through the adoption of both managerial and structural perspectives. More precisely, this study provides the factors related to managers that might affect a firm’s alliance portfolio configuration. All of these factors relate to managers’ approach to uncertainty. Furthermore, this study extends the previous research through focusing on SMEs.
    No preview · Article · Jan 2016 · Baltic Journal of Management
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    ABSTRACT: Purpose – The purpose of this paper is to investigate the relationship between the degree of subsidiary’s external and internal embeddedness and the contribution on subsidiary’s business performance of a received innovation. In particular it focusses on dual embeddedness of the subsidiary that receives an innovation from the rest of the MNC’s network. Design/methodology/approach – Using Amadeus databases were selected 93 CEE subsidiaries located in six countries. Data were collected through a standardized questionnaire and three hypothesis were tested through an OLS regression model. Findings – The results indicate that the two types of embeddedness positively affect the received innovation’s contribution on business performance. Moreover, the inclusion of the interaction term shows how a simultaneously high level of embeddedness in both external and internal business networks lead to a multiplicative and positive effect on subsidiary’s business performance. This means that external and internal embeddedness are not mutually exclusive suggesting, at the same time, the presence of interdependencies between the two networks that leads the “dual embedded” subsidiary to better received innovation performance. Research limitations/implications – The results are limited due to the sample characteristics and the conceptual focus of network theory. Regarding the first point, the results are derived from MNC coming from developed European countries that are geographically proximate. Regarding the second point, this approach neglects the limitations of networks. Practical implications – These results, therefore, propose to management the need to force the subsidiary toward a dual embeddedness in order to achieve better performance when an innovation has been received. Social implications – This study puts in evidence how Eastern European policy makers should increase the knowledge sharing and accumulation in the local clusters between all the stakeholders with the aim at increasing the “appeal” of this area. Originality/value – The specific contest in which the embedddedness component is analyzed is the main contribution of the paper because most of the previous research have been focussed on subsidiaries that develop and transfer the innovation. Moreover, the specific area where subsidiaries are located (Central and East Europe) may be another important contribution.
    No preview · Article · Jan 2016 · Baltic Journal of Management
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    ABSTRACT: Purpose – The purpose of this paper is to examine antecedents of intentions to leave among blue-collar employees in domestic Russian organizations. Design/methodology/approach – The study is based on a sample of 1,210 blue-collar employees in 80 domestic organizations across 14 industries and eight regions in Russia. Findings – The analysis shows that wage satisfaction is the strongest negative predictor of Russian employees’ intentions to leave compared to core job-related and interpersonal relations satisfaction. For non-blat employees, the relationships with intentions to leave are negative and significant for all three types of satisfactions, whereas for employees with blat only the relationship between core job-related satisfaction and intentions to leave is significant. Originality/value – The present study, first, reveals that wage satisfaction is the most important but not the only way to retain blue-collar employees in Russia and, second, points toward the complex nature of blat’s influence on employees’ organizational behavior in contemporary Russian organizations. By so doing, the analysis provides a still rare empirical illustration of how relationships and variables explaining turnover intentions and its antecedents are contingent on economic, cultural and institutional contexts.
    No preview · Article · Jan 2016 · Baltic Journal of Management

  • No preview · Article · Jan 2016 · Baltic Journal of Management
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    ABSTRACT: Purpose – Respecting the growing importance of interdependence of knowledge, values and social responsibility, the purpose of this paper is to introduce the concept of knowledge-cum-values management and to show how some soft systems approaches can support interdependence of knowledge and human values resulting in socially responsible innovative behavior, hence in success. Design/methodology/approach – The selected soft systems approaches are used to double-check the usefulness of the requisitely holistic approach to knowledge-cum-values management and innovation. The applied methodology for qualitative analysis is the Dialectical Systems Theory. Findings – One-sidedness, unlike the requisite holism, causes oversights and hence disables innovations as a new users’ benefit. Requisitely holistic knowledge-cum-values management prevents one-sidedness and therefore many oversights; hence it is a valuable driver of innovation. It is supported by social responsibility (exposing the systemic behavior by suggesting interdependence and holistic approach to one’s responsibility for one’s influences on society). By including values and by enabling consideration of interdependence of human values and knowledge, some soft systems approaches support innovative behavior with social responsibility. Research limitations/implications – Research is limited to theoretical findings resulting from authors’ previous empirical studies. The novel concept “knowledge-cum-values” erases the human dangerous one-sidedness resulting from the irrational rationalistic division of the two. Social responsibility supports informal use of some soft systems theories and diminishes this danger. Practical implications – The practical application of the selected soft systems approaches and social responsibility offers great possibilities for managers to improve the holism of their innovation processes, driven by knowledge-cum-values management. Fewer oversights are possible and lead to fewer mistakes and more success in the invention-innovation-diffusion processes. No human is rational or emotional only, either as a creator or as a consumer, but this fact is disregarded in the management literature. Social implications – Social responsibility shall be considered as an important novel soft-system approach and part of organizational innovative behavior aimed to replace the one-sided approaches prevailing so far and causing crises: the overseen attributes do not cease, but they still impact life and are out of control. Originality/value – The contribution introduces the new, still insufficiently researched concept of knowledge-cum-values management; it highlights new ways of attaining the requisitely holistic knowledge-cum-values management that enhances enterprise’s innovation capacity by requisite holism, supported by social responsibility.
    No preview · Article · Oct 2015 · Baltic Journal of Management
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    ABSTRACT: Purpose – The purpose of this paper is to examine the role of prosocial and intrinsic motivation and their interaction in predicting employees’ organizational citizenship behaviour (OCB) and its dimensions. Design/methodology/approach – In total, 884 employees from Lithuanian public sector were surveyed. The hypotheses were tested using hierarchical regression and moderation analyses. Findings – The results revealed that prosocial and intrinsic motivations predicted OCB and its dimensions. Moreover, intrinsic motivation was found to moderate the relationship between prosocial motivation and OCB and four of its dimensions, i.e. intrinsic motivation strengthened the relationship between prosocial motivation and OCB and its dimensions of altruism, courtesy, conscientiousness, and initiative. Research limitations/implications – The correlational design of the study does not allow making causal statements. In addition, the sample consisted of public sector employees only; therefore, caution should be made when applying the results to private sector employees. Finally, since all measures were self-reported, the data may suffer from common method bias. Originality/value – This study contributes to investigation of motivational antecedents of OCB by revealing the importance of prosocial and intrinsic motivation in predicting employees’ citizenship behaviour.
    No preview · Article · Jul 2015 · Baltic Journal of Management
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    ABSTRACT: Abstract Purpose – The purpose of this paper is to investigate whether Hofstede’s (2001) cultural framework and the value paradox explain the use of appeals in advertising in Estonia. Design/methodology/approach – Hypotheses are drawn in relation to Hofstede’s original four cultural dimensions – power distance, masculinity/femininity, individualism/collectivism and uncertainty avoidance. A sample of 110 print advertisements from four magazines were analyzed using Pollay’s (1983) classification of advertising appeals. Findings – The results show that Estonian advertising reflects paradoxical values related to low power distance and femininity dimensions, and culturally congruent values related to high-uncertainty avoidance and individualism. Practical implications – Findings suggest that cultural values (desired) alone are insufficient to predict the reflection of culture in advertising. Rather, consideration of the discrepancies between the cultural values (desired) and practices (desirable) enables a better explanation of the relationship between society and its advertising. Originality/value – Scholars have shown increasing interest in the consequences of culture on advertising, but the opposing aspect of cultural values and practices has received limited research attention. The paper offers interesting insights regarding the effect of culture and the value paradox on the use of appeals in advertising. Additionally, analyzing the advertising of Eastern Europe is highly important because of the limited research attention that exists with respect to advertising in the region. Keywords Advertising, Cultural values, Appeals, Cultural practices, Hofstede’s cultural framework, Value paradoxes
    No preview · Article · Jul 2015 · Baltic Journal of Management
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    ABSTRACT: Purpose – The purpose of this paper is to identify the model that explains transformational leadership in perceptions of subordinates from Lithuanian organizations and to find out the interactive predictive value of perceivers’ personality traits and social identification. Design/methodology/approach – The self-administered questionnaires that consisted of global transformational leadership scale, social identification questionnaire and NEO-FFI from 505 employees provided data for this study. Cross-sectional methodology, group comparison, correlational and linear regression analyses, structural equation modeling were used to answer the main research questions. Findings – Results of this study suggest that integrative model in which social identification and neuroticism are predictors of perceived transformational leadership and extraversion and agreeableness have links with social identification explains how subordinates perceive transformational leadership. More extraverted and agreeable subordinates tend to report higher levels of social identification with work-unit that together with less emotional stability are related to seeing leader as more transformational. Research limitations/implications – Self-report data may bias the results due to social desirability. Future research should include group’s and individual’s prototypes as important variables in the model that explains perceived transformational leadership. Practical implications – Data of the study revealed that social characteristics of subordinates are important factors in a process of meaning making about a leader. Moreover, human resource managers should be aware that different team building interventions are recommended to employees with different personality profiles. Originality/value – This study is based on a leading transformational leadership theory from under-estimated follower-centric perspective. In addition, it specifically examines interactive predictive value of individual and social subordinates’ characteristics to perceived transformational leadership.
    No preview · Article · Jul 2015 · Baltic Journal of Management
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    ABSTRACT: Purpose – The purpose of this paper is to advance a new way of explaining and tackling the illegitimate wage practice where employers pay their employees an undeclared (envelope) wage in addition to their formal salary. Drawing upon institutional theory, it is here proposed that envelope wages result from the lack of alignment of a society’s formal institutions (i.e. the codified laws and regulations) with its informal institutions (i.e. the socially shared unwritten understandings which reflect citizens’ norms, values and beliefs). Design/methodology/approach – To evaluate this, data are reported from a 2013 Eurobarometer survey involving 1,738 face-to-face interviews with formal employees in four Baltic countries, namely, Estonia, Latvia, Lithuania and Poland. Findings – The finding is that the greater is the asymmetry between the formal and informal institutions (i.e. the level of disagreement of citizens with the codified laws and regulations of formal institutions), the higher is the propensity to pay envelope wages. This is the case at both the individual- and country levels. Practical implications – To reduce the prevalence of envelope wages, the resultant argument is that the values of employers and employees need to be aligned with the formal institutions. This requires alterations not only in the informal institutions, using measures such as tax education, awareness raising campaigns and normative appeals, but also changes in formal institutions so as to improve trust in government by fostering greater procedural justice, procedural fairness and redistributive justice. Originality/value – This is the first paper to apply institutional theory to explaining and tackling envelope wages in the Baltic Sea region.
    No preview · Article · Jul 2015 · Baltic Journal of Management