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East European Business Networks: A Review of Dependencies and Strategies and their Influence on Company Success

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Abstract

This paper discusses the enterprise behaviour that was observed in the economies in Central and Eastern Europe during the transition period. It analyses the factors that determine the company performance particularly relating to government policies, industrial structures and managerial strategies for survival. As a result of our comparative analysis of published cases, a classification of the firms responces is proposed. It includes three main groups: a) 'transformed business networks,' b) 'newly established business networks,' and c) 'firms unable to transform their business networks.' In addition, the companies' linkages are grouped into national and international networks following Stephen Young's classification of international modes of market entry.

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  • E. Todeva, 1998. "East European Business Networks: A Review of Dependencies and Strategies and their Influence on Company Success," CIBS Research Papers in International Business 12-98, London South Bank University CIBS.
    • Handle: RePEc:sbu:cibswp:12-98
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    1. Kornai, Janos, 1992. "The Socialist System: The Political Economy of Communism," OUP Catalogue, Oxford University Press, number 9780198287766.
    2. Rumen Dobrinsky, 1996. "Enterprise restructuring and adjustment in the transition to market economy: lessons from the experience of Central and Eastern Europe," The Economics of Transition, The European Bank for Reconstruction and Development, vol. 4(2), pages 389-410, October.
    3. Simon Johnson & David Kotchen & Gary W. Loveman, 1996. "Complementarities and the managerial challenges of state enterprise restructuring: evidence from two shipyards," The Economics of Transition, The European Bank for Reconstruction and Development, vol. 4(1), pages 31-42, May.
    4. Mathias Dewatripont & Gérard Roland, 1996. "Transition as a process of large‐scale institutional change," The Economics of Transition, The European Bank for Reconstruction and Development, vol. 4(1), pages 1-30, May.
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