Purpose The purpose of this paper is to empirically distinguish the influence of the individual factors (enjoyment in helping others and knowledge self-efficacy), organizational factors (top management support and organizational rewards) and technology factors (information and communication technology use) on knowledge-sharing processes. Design/methodology/approach Data were collected through a survey of 196 employees from large ICT companies in Croatia, and structural equation modeling was used to investigate the research model. Findings Results of the empirical research indicate that enjoyment in helping others as an individual factor, top management support as an organizational factor, and ICT use as a technology factor significantly influence knowledge-sharing processes. The results also suggest that the willingness of employee to donate and collect knowledge enables the firm to improve innovation capability. No influence of the individual factor knowledge self-efficacy on the employee knowledge-sharing behavior was found within this research. Research limitations/implications Subjectivity of respondents, Likert scale – perception, and future research can include higher number of population and examine how personal traits (such as age, level of education, and working experience) and organizational characteristics (such as firm size) may moderate the relationships between knowledge enablers and processes. Practical implications From a practical perspective, the relationships among knowledge-sharing enablers, processes, and firm innovation capability may provide a guide regarding how firms can promote knowledge-sharing cultures to sustain their innovation performance. Originality/value This study identifies several factors essential to successful knowledge sharing, and discusses the implications of these factors for developing organizational strategies that encourage and foster knowledge sharing.

Abstract:The reality of international business is often a confrontation with failures and difficulties that are a result of a lack of understanding of cultural background, and not market conditions. The decision-making process depends on cultural background and choice of "the right way" − decision-making styles are dependent on the values and beliefs of the people involved in the decision-making process. Considering the fact that Western managers often neglect cultural differences present in the CEE context, the objective of this research was to point out the cultural similarities and differences in decision-making styles between Croatia, Slovenia and Hungary. A narrow-sample strategy was used in empirical research that confirmed that cultural values do influence decisions and decisionmaking styles and the hypothesis was accepted through X2 test analysis between Hofstede's dimensions of national culture and decision-making style.

In the context of globalisation process and the growth of economical interdependence between countries, national culture is becoming more and more important. The article presents comparative analysis of national cultures. Empirical research was conducted during 2012 in Croatia, Brazil, Germany, Serbia and Spain while results for Spain were used for standardisation purposes. Estimated positions on the dimensions of national cultures (power distance, uncertainty avoidance, individualism/collectivism, masculinity/femininity and long versus short-term orientation) were done by using a narrow-sample strategy. The ranking of the countries from Hofstede's original research was confirmed in all dimensions with the exception of uncertainty avoidance for Croatia and Brazil. The most significant change is the move from collectivism towards individualism in Brazil, Croatia and Serbia which confirms Hofstede's assumption about a cultural change towards individualism as a consequence of global economic growth.

Abstract. The aim of this paper was to identify the impact of national culture on decision-making styles in selected countries: Croatia, Slovenia, Bosnia and Herzegovina and Hungary. The estimation of Hofstede's dimensions of national cultures and comparative analyses was carried out by using a narrow-sample strategy. The estimated positions on each dimension confirmed the Hofstede's original research ranking. The result with significant value was the confirmation of the global trend of decreasing power distance and significant movement towards the individualism. Besides the standardization procedure of comparative cross-cultural analyses, variance analyses were used to identify cultural differences in decision-making styles related to complex decisions (Janis and Mann's typology). The proposition is that complex decisions are, above and beyond all others, the consequence of social and cultural values installed in every individual. Statistically significant dependency was identified for hyper-vigilant and vigilant decision-making style and national culture's dimensions. A beneficial goal was to identify the differences and the similarities in value orientation and those in the decision-making style which should not be mistreated as they may influence future business cooperation and political and economic integrations within the CEE context. Keywords: cultural differences, decision-making styles, Croatia, Slovenia, Bosnia and Herzegovina, Hungary.Jel Classification: M10, M16. IntroductionIn the context of globalization processes and the growth of economic interdependence among countries, the national culture is becoming more and more important (Adler 1991;Harvey, Miceli 1999;Ginevičius, Vaitkūnaitė 2006;Radović-Marković 2008;Harvey, Moeller 2009;Stah et al. 2010; Minkov, Hofstede, 2011;Schwartz 2014). Understanding culture can equip a person for the challenges of contemporary international business even within the national context. Nevertheless, recognizing the importance of cultural differences helps managers understand their international partners and competitors and ultimately helps to improve their managerial skills (Cullen, Praveen Parboteeah 2011). The objective of this research was to identify the cultural distinction between Croatia, Slovenia, Bosnia and Herzegovina and Hungary using the methodology introduced by Hofstede. Countries positioning by the Hofstede's dimensions do not expose all differences among cultures or countries, but do sum up the greater part (MacNab, Worthley 2013). These dimensions representing 2 cultural differences have confirmed empirically on many occasions that they are related with numerous aspects from the management and organizational domains (Iglehart 1997;Trompenaars, Hampden-Turner 2000;House et al. 2002). The additional interest of this research is to determine cultural differences in decisionmaking styles. The decision-making process depends on cultural background and choice of "the right way" -the decision-making style is dependent on values and beliefs of people involv...

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