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dc.contributor.authorMichailova, Snejina
dc.contributor.authorHollinshead, Graham
dc.date.accessioned2012-04-18T14:57:48Z
dc.date.available2012-04-18T14:57:48Z
dc.date.issued2009-04
dc.identifier.citationMichailova , S & Hollinshead , G 2009 , ' Western management training in Eastern Europe : trends and developments over a decade ' , Human Resource Development International , vol. 12 , no. 2 , pp. 117-133 . https://doi.org/10.1080/13678860902764050
dc.identifier.issn1367-8868
dc.identifier.otherPURE: 691416
dc.identifier.otherPURE UUID: 7590601e-dcc1-4c9d-a16c-157a74be975c
dc.identifier.otherScopus: 79956200097
dc.identifier.urihttp://hdl.handle.net/2299/8388
dc.description.abstractThis paper tracks changes in design and implementation of Western management training interventions in Eastern Europe (EE) over a period of more than a decade. The study is based empirically on three management development programmes conducted by Westerners in the transitional environments of Bulgaria and Russia from 1992 to 2003. Departing from existing literature on knowledge transfer from Western to EE, activity theory is used to identify a process of reconfiguring the zone of proximal development of East European managers to conclude that there is a growing desire and assesrtiveness on the part of local participants to formulate their own stretegic and managerial repertoires. At the same time, it is also observed, as a product of Western ideology realting to the transitional process, that there has been empowerment of socio- demographic groupings, who demonstrate consonant ideological inclinations towards Western managerial discourse, most notably young, educated and English proficient individuals.en
dc.format.extent26
dc.language.isoeng
dc.relation.ispartofHuman Resource Development International
dc.subjectWestern management training, Bulgaria, Russia, knowledge transfer, activity theory
dc.titleWestern management training in Eastern Europe : trends and developments over a decadeen
dc.contributor.institutionGlobal Economy and Business Research Unit
dc.contributor.institutionHertfordshire Business School
dc.contributor.institutionSocial Sciences, Arts & Humanities Research Institute
dc.contributor.institutionCentre for Research on Management, Economy and Society
dc.contributor.institutionDepartment of Management, Leadership and Organisation
dc.description.statusPeer reviewed
dc.relation.schoolHertfordshire Business School
dcterms.dateAccepted2009-04
rioxxterms.versionVoR
rioxxterms.versionofrecordhttps://doi.org/10.1080/13678860902764050
rioxxterms.typeJournal Article/Review
herts.preservation.rarelyaccessedtrue


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