Snaebjornsson, I. M., Edvardsson, I. R., & Littrell, R. F. (2017). Societal Culture in Iceland and Lithuania: Managerial Implications. SAGE Open, 7(2), 1-15, 2158244017704023.
This article contributes to cross-cultural management literature, by providing empirical data
from two underresearched countries, to serve in the future as benchmark cultural shift
research. Furthermore, it illustrates not only the insufficiency of mare statement of cultural
dimension difference/similarities but also a need to contextualize them. Results indicate that
Icelandic and Lithuanian societal cultures are different on three out of seven of Hofstede's
dimensions; however, these differences have considerable effect on management practices …
In a study of employed adult business people, comparisons of preferred leader behaviour prototypes (as defined by the Leader Behaviour Description Questionnaire XII) were carried out between Iceland, a culturally homogeneous nation, and Lithuania a culturally non-homogenous nation. The main aim of the study was to determine whether cultural homogeneity is a good indicator of uniform views of followers’ towards preferred leader behaviour. Furthermore, the study aimed at contributing to leadership theory and research by providing empirical data from two under-researched countries. The third aim of the study was to provide expat managers working in Iceland or/and Lithuania insights into more effective leader behaviour in these countries. Results of the empirical research indicate that followers’ attitudes towards preferred leaderships are different, with respondents from Iceland having very uniform views, while those from Lithuania have very diverse views when evaluating leader behaviour preferences. This can be due to the relative homogeneity of national cultures. Overall comparison of the two countries indicates that Iceland and Lithuania differ significantly in 7 out of 12 preferred leader behaviour dimensions, which confirm culture specific attitudes towards desired leader behaviour and hence is coherent with cross-cultural leadership literature. Managerial implications of these differences are discussed in length, which can serve as guidelines for expat managers of both countries in increasing business transactions between Iceland and Lithuania.
Smoking is a problem, bringing signifi cant social and economic costs to Russiansociety. However, ratifi cation of the World health organization Framework conventionon tobacco control makes it possible to improve Russian legislation accordingto the international standards. So, I describe some measures that should be taken bythe Russian authorities in the nearest future, and I examine their effi ciency. By studyingthe international evidence I analyze the impact of the smoke-free areas, advertisementand sponsorship bans, tax increases, etc. on the prevalence of smoking, cigaretteconsumption and some other indicators. I also investigate the obstacles confrontingthe Russian authorities when they introduce new policy measures and the public attitudetowards these measures. I conclude that there is a number of easy-to-implementanti-smoking activities that need no fi nancial resources but only a political will.
One of the most important indicators of company's success is the increase of its value. The article investigates traditional methods of company's value assessment and the evidence that the application of these methods is incorrect in the new stage of economy. So it is necessary to create a new method of valuation based on the new main sources of company's success that is its intellectual capital.
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management