Learning to be entrepreneurial leaders

Citation

Pundziene, A. (2007), "Learning to be entrepreneurial leaders", Baltic Journal of Management, Vol. 2 No. 3. https://doi.org/10.1108/bjm.2007.29502caa.001

Learning to be entrepreneurial leaders

Continuing the management research series the third Baltic Journal of Management issue is organised around three main key words – leadership, entrepreneurship and learning. The main body on the entrepreneurship topic is provided by the authors Zilvinas Zidonis with “Entrepreneurial internationalisation: a case study of Libra Company”; Daniel Örtqvist, Mateja Drnovsek, Joakim Wincent with “Entrepreneurs' coping with challenging role expectations” and Tiit Elenurm with “International competitiveness and organizational change drivers anticipated by Estonian managers in the context of European integration” papers. The papers contribute to the understanding of internationalisation processes in transition economies, and make an attempt to conceptualise new model of entrepreneurial internationalisation. Daniel Örtqvist, Mateja Drnovsek, Joakim Wincent paper analyses entrepreneurs' coping strategies used to face stakeholders' expectations. It develops and tests four coping strategies (structural role redefinition, personal role redefinition, reactive role behaviour and passive role behaviour) to assess influence on new venture performance. The last paper explores the way Estonian enterprises adapt strategically to European Union membership. The paper answers the question: “What are the main patterns of internationally competitive business development and related organizational change and learning drivers for managers in a transitional country in the European integration process?”

Bjørn Johs. Kolltveit, Bjørn Hennestad, Kjell Grønhaug with the paper “IS projects and implementation” aims to participate in the discussion related to why IS projects, both in Western and in Eastern European countries, e.g. Poland, often fail. One of the reasons why, is claimed to be poor implementation, and the paper asks whether the stakeholders involved overlook the challenge of and the need for knowledge in change management when implementing complex IT systems.

Michael Shane Wood, Dail Fields with “Exploring the impact of shared leadership on management team member job outcomes” explores the extent to which working in a management team in which leadership functions are shared impacts the role clarity, job overload, stress and job satisfaction of team members. It also explores the moderating influence of organizational encouragement for teamwork.

Elena Horska, Tauno Kekale, Iveta Ubreziova with “Product adaptation in processes of internationalization: case of the Slovak food processing companies” aims to further develop the model on the product changes and the factors that lead to them, and to then study the model through product standardization/adaptation choices of 33 Slovak food producing companies.

Margaita Tereseviciene, Vaiva Zuzeviciute; Julie Hyde with “The need of validation and recognition of learning outcomes acquired non formally and informally: comparative study” strives to examine and summarize the findings of a comparative survey carried out to assess how learning outcomes acquired non-formally or informally are validated and recognized.

All papers contribute with the deeper elaboration of entrepreneurship, leadership, product adaptability as well as validation and recognition of learning topics. The research data reflect Eastern and Western countries realities that make the results and papers even more grounded.

Asta Pundziene