«Corresponding members/Mitarbeiterkreis: R. Alas, Estonian Business School C. Mako, Hungarian Academy of Science Budapest M. Becker, Universität ...»
Journal for East European Management Studies (JEEMS)
Editor-in-Chief/Herausgeber: R. Lang, TU Chemnitz
Editorial Board/Herausgeberrat: E. Clark, Royal Holloway Univ. of London
E. Dittrich, Universität Magdeburg
M. Dobák, Budapest Univ. of Econ. Sciences
V. Edwards, Buckinghamshire Chilterns UC
C. Morgenstern, TEQ GmbH Chemnitz
I. Nový, University of Economics Prague
D. Wagner, Universität Potsdam
Coordinator/Koordinator: I. Winkler, TU Chemnitz
R. Alas, Estonian Business School C. Mako, Hungarian Academy of Science Budapest M. Becker, Universität Halle-Wittenberg M. Maly, University of Economics Prague J. Belak, University of Maribor W. Maslow, Lomonossov University Moscow M. Buble, University of Split W. Mayrhofer, Wirtschaftsuniversität Wien D. Catana, Technical University of Cluj-Napoca S. Michailova, Copenhagen Business School S.G. Echevarria, Universidad de Alcala Madrid J.-P. Neveu, University Montesquieu, Bordeaux J. Erpenbeck, Max-Planck-Institut Berlin R. Nurmi, Turku School of Economics F. Ettrich, Päd. HS Erfurt/Mühlhausen P. Pawlowsky, TU Chemnitz M. Gaitanides, UdB Hamburg A. Pocztowski, Cracow University of Economics B. Grancelli, Universitá di Trento D. Pucko, University of Ljubljana I. Gurkov, Higher School of Economics, Moscow S. M. Puffer, Northeastern University J. Hentze, TU Braunschweig R. Schmidt, Universität Jena G. Hollinshead, Bristol Business School G. Schreyögg, FU Berlin D. Holtbrügge, Universität Dortmund G. Schwödiauer, O.-v.-Guericke Universität Magdeburg M. Ignatov, Bulgarian Academy of Science L. Sekelj, University of Beograd Z. Ilmete, University of Riga A. Soulsby, Nottingham University Business School G. Ionescu, Western University Timisoara T. Steger, TU Chemnitz N. Kailer, Ruhr-Universität Bochum C. Stojanov, Universität Saarbrücken K. Lindert, TU Braunschweig B. Suklev, University of Skopje J. Liouville, Université R.S. Strasbourg R. Üksvärav, University of Tallinn S. Llaci, University of Tirana H. Wächter, Universität Trier R.-E. Lungwitz, Institut WISOC, Chemnitz R. Whitley, Manchester Business School F. Luthans, University of Nebraska Lincoln K. Zalai, University of Economics Bratislava
JEEMS, Postfach 964, 09107 Chemnitz, Tel.: +49 371 531 4156, Fax: +49 371 531 3987 E-Mail: email@example.com;
URL: http://www.tu-chemnitz.de/wirtschaft/bwl5/jeems Journal for East European Management Studies (ISSN 0949-6181) The Journal for East European Management Journal (JEEMS) is published four times a year. The subscription rate is EURO 45,00 including delivery and value added tax.
Subscription for students is reduced and available for EURO 22,50. For delivery outside Germany and additional EURO 4,00 are added. Cancellation is only possible six weeks before the end of each year. Single issues of JEEMS may be obtained at EURO 14,80.
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As of 1999 the Journal for East European Management Studies is being indexed by the International Bibliography of the Social Sciences (IBSS).
JEEMS • Volume 7 • Number 1 • 2002
Objectives The Journal for East European Management Studies (JEEMS) is designed to promote a dialogue between East and West over issues emerging from management practice, theory and related research in the transforming societies of Central and Eastern Europe.
It is devoted to the promotion of an exchange of ideas between the academic community and management. This will contribute towards the development of management knowledge in Central and East European countries as well as a more sophisticated understanding of new and unique trends, tendencies and problems within these countries. Management issues will be defined in their broadest sense, to include consideration of the steering of the politicaleconomic process, as well as the management of all types of enterprise, including profit-making and non profit-making organisations.
The potential readership comprises academics and practitioners in Central and Eastern Europe, Western Europe and North America, who are involved or interested in the management of change in Central and Eastern Europe.
Editorial Policy JEEMS is a refereed journal which aims to promote the development, advancement and dissemination of knowledge about management issues in Central and East European countries. Articles are invited in the areas of Strategic Management and Business Policy, the Management of Change (to include cultural change and restructuring), Human Resources Management, Industrial Relations and related fields. All forms of indigenous enterprise within Central and Eastern European will be covered, as well as Western Corporations which are active in this region, through, for example, joint ventures. Reports on the results of empirical research, or theoretical contributions into recent developments in these areas will be welcome.
JEEMS will publish articles and papers for discussion on actual research questions, as well as book reviews, reports on conferences and institutional developments with respect to management questions in East Germany and Eastern Europe. In order to promote a real dialogue, papers from East European contributors will be especially welcome, and all contributions are subject to review by a team of Eastern and Western academics.
JEEMS will aim, independently, to enhance management knowledge. It is anticipated that the dissemination of the journal to Central and Eastern Europe will be aided through sponsoring.
Editorial Editorial A recent article in the German magazine Der Spiegel (22 January 2002) reported on a research study which highlighted an increasing deficit in Germany in research into the former GDR, in spite of the continuing impact of the legacy of the former system. This issue of JEEMS is very much concerned with evaluating and moving on from past experience in the former socialist economies, with a particular focus on organisations.
Geppert's article examines the process of organisational learning in East German enterprises, exploring in particular the relationship between key actors and institutional constraints. His article makes a contribution not only to our understanding of organisational learning but also evidences the benefits of the so-called enactment perspective.
Pivka and Ursic's article investigates, using a survey approach, the impact of the implementation of ISO 9001 on Slovenian companies. The article is of particular interest because certification, of which ISO is the primary example, has been undertaken by numerous companies in CEE and other former command economies. The authors indicate the difficulty of identifying direct benefits of certification. They also argue that certification in itself will not necessarily lead to improved performance and that consequently certification needs to be integrated with other organisational activities.
The three contributions by Tragsdorf, Freygang and Schulze, and Wagner respectively are timely in view of the recent article in Der Spiegel. All three contributions relate to the issues of organisation, that is, the organisation and application of company resources to achieve specified goals and targets, improve efficiency and performance, etc. Tragsdorf gives a detailed review of the scope and development of such organisational activity in the former GDR, with its pervasive tension between centralisation and decentralisation. In their contribution Freygang and Schulze discuss organisational activities in a regional electricity supplier. A major change in these activities has been caused by the emergence of energy markets and the need for organisational development to meet this challenge. This increasingly strategic role of organisational activities is also reflected in Wagner's contribution which traces the evolution of organisational activities from the former system to the present day.
Additionally, this issue includes Dobák and Balaton's interview with James G.
March and a call for papers for the VI Chemnitz East Forum to be held in March 2003. The title of this Forum is "The End of Transformation?".
Irrespective of whether our personal answer to this question is yes or no (or a combination of the two), ignoring the significance of transformation and the system from which it arose would be both a disservice to the pursuit of human knowledge and a barrier to understanding the present situation in the countries of Central and Eastern Europe and beyond.
Vincent Edwards JEEMS 1/2002 Intertwining organisational learning and institutional settings Intertwining organisational learning and institutional settings: Evidence from organisational case studies in East German context* Mike Geppert** This paper is an attempt to develop a less normative conception of organisational learning which allows for more practice-oriented research on the topic. Our research, conducted in East-German companies in the context of societal transformation, can be understood as a process of building a particular understanding of organisational learning through the use of multiple case studies. With our comparative research framework we will show how key actors and strategically dominant groups of actors socially construct the opportunities and constraints that they experience in the process of organisational learning within a context of macro-level structures previously enacted. In conclusion, we underline the benefits of the enactment perspective developed here and its use in analysing paths of organisational learning.
In diesem Artikel wird der Versuch unternommen, ein weniger normatives Verständnis von Organisationslernen, als das in vielen Publikationen zu dieser Thematik der Fall ist, zu entwickeln. Dabei wird insbesondere die Fragestellung untersucht, inwieweit die institutionelle Einbettung von ostdeutschen Unternehmen die Ausrichtung und den Verlauf organisationalen Lernens beeinflusst. Die vergleichende Fallstudiennalyse hat gezeigt, daß die Akteure und Akteursgruppen ihre Lernmöglichkeiten und auch -barrieren im Prozeß interaktiven Lernens selbst sozial konstruieren. In diesem Sinne wird abschließend vorgeschlagen, daß künftige Untersuchungen zu diesem Thema auf institutionell vermittelte und damit eher verschiedenartige Pfade organisatorischen Lernens fokussieren sollten.
* manuscript received: 15.8.2001, accepted: 18.9.2001;
** Mike Geppert, born 1964, Final Degree in Organisation Sociology, PhD (Berlin/Cambridge), Lecturer in Organisational Behaviour, University of Wales Swansea, European Business Management School, Main Research Interests: Organisational Development and Learning in Transforming Societies, Organisational Development and Change in Multinational Companies, Cross-national research in Management and Organisation 6 JEEMS 1/2002 Mike Geppert Introduction This paper suggests a combination of the arguments of two seemingly different academic research approaches: organisational learning concepts and neoinstitutionalist ideas. Whereas the first approach stresses organisational learning as a chance to create more human, participative and emancipatory work forms in modern organisations, neo-institutionalism emphasises that the chances for such forms of organisational learning are limited in typical organisations because institutional structures and frameworks within capitalist societies are constraining.
Both conceptually as well as empirically we introduce a particular analytical perspective, the enactment concept, to study learning in and of organisations as interactive processes. We want to stress the social embeddedness of organisational learning and thus consider how actors and groups of actors actually learn in practice. Our research can be understood as a process of building understanding of organisational learning through the use of multiple case studies1.
We developed a research design which gives a detailed insight into micro-level organisational learning processes and their macro-level consequences in a transforming society. The study of three East German enterprises shows how organisational learning processes and institutional settings have been intertwined. Thus, our research provides both a better understanding about institutional tensions as well as the differences in the structuration (Giddens,
1984) of cultural systems emerging in the process of organisational learning.