Inward investment has been accorded a central place in the 'transition' programmes of East and Central European economies. This article seeks to examine the uneven regional development impacts of inward investment in Slovakia through a series of enterpriselevel and regional case-studies. The article contests the claims of the proponents of the role of inward investment in transition which suggest that a positive set of impacts will arise out of new corporate structures resulting from foreign investment. Through examining the locally specific impacts of inward manufacturing investment in relation to different corporate strategies, technology transfer and modernization, labour-market transformation and local supplier subcontracting, the article argues that reliance upon inward investment may not be the 'godsend' that many suggest it will be and that there is enormous diversity in the local impacts of new investment. The article concludes with a consideration of the role of inward investment in Europe's eastern periphery.
Our paper focuses on one way of internationalization of small and medium-sized companies (SMEs) from Central and Eastern Europe (CEE) -their acquisitions by multinational companies. We address the question if the development of the companies established in CEE as start-ups (many of them first as micro-companies created literally in the living rooms) has been developed enough to become attractive acquisition target for multinational companies (MNCs) as open innovation resources. The basis for our work is the literature review of the available research. Unfortunately, conclusive, or large-scale studies about CEE SMEs and startups as open innovation sources are currently not existing. Therefore we have first focused on the single-country studies or research on open innovation from CEE: we use secondary data to draw a theoretical picture, explain the background and relations between the innovations, acquisitions and SMEs´activity based on the experience and studies from CEE.
The aim of the authors is to analyze the stages of the development of human resource management in Central and Eastern Europe since the change of the economic system and the beginning of transition to market economy as well as the consequences and the impact of the crisis on the human resource management function based on the survey conducted in 7 countries of Central and Eastern European region on the sample of 150 FDI-invested companies from manufacturing and service sector that were chosen randomly. 67 companies agreed to participate on the survey and complete the questionnaires. They were completed by the directors, heads or managers responsible for human resources. Human resource management has moved from simple administrative role to the position of strategic partner, however this new function is perceived, implemented and executed differently in the companies in the region. This position as well as HR priorities and activities have been severely touched by the economic and financial crisis in the region: the study shows the major trends in this area.
The purpose of the paper is to look of major integrative processes and trends encountered within cross-border merger and acquisition (M&A); also research into the nature and dissemination possibilities for knowledge management (KM) as a means towards optimization of post-integration synergies. The authors devote a lot of attention to the bearer of tacit knowledge that can not be lost in the cross-border integration processes. The authors emphasize the importance of deepened due diligence, which can capture the cultural and ethical compatibility of potential integration partners, without which planned synergies may not be realized. In the conclusion, the authors calls upon acquisition managers to embark on a more "enlightened" approach to the activities intrusted in their hands, in terms of developing a clear vision of M&A goals. Clearly, so called "shotgun acquisition marriages" have nothing in common with KM principles. The feverish buying and selling associated with KM, the integration of companies and organizations, complete with their human capital and potential may often shatter the identity and well-being of whole working teams and individual employees.
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