Hostname: page-component-848d4c4894-p2v8j Total loading time: 0.001 Render date: 2024-05-17T09:42:48.925Z Has data issue: false hasContentIssue false
  • English
  • Français

Social Capital in the Latvian Transition: Trust and Other Managerial Values

Published online by Cambridge University Press:  20 November 2018

Gundar J. King  and
J. Thad Barnowe
Gundar J. King
Affiliation:
Pacific Lutheran University, U.S.A.
J. Thad Barnowe
Affiliation:
Pacific Lutheran University, U.S.A.
Get access Rights & Permissions [Opens in a new window]

Extract

Values play an important role in any culture, shaping attitudes and aspirations, and supporting economic activities. They are widely acknowledged to be defining elements of business culture for managers and workers alike, despite difficulties in tracing the exact linkages they have with behaviors and events (Connor and Becker 1994). They impact individuals’ ability to make critical adjustments under conditions of accelerating technological change and unprecedented expansion of information transfer (Rothschild 1992). They also are thought to affect how well technological changes and economic activity are integrated with dominant social-political structures, helping to make public policy harmonious with frames of reference individuals hold, and lending meaning to appeals for courses of action (Buchholtz 1986).

Type
Articles
Information
Nationalities Papers , Volume 26 , Issue 4 , December 1998 , pp. 687 - 703
Copyright
Copyright © 1998 Association for the Study of Nationalities 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Barnowe, J. T. and King, G. J. 1997. “Personal Value Patterns of Managers in Latvia: Value Diversity within Subcultures Facing Change,” International Journal of Value-Based Management, Vol. 10, pp. 273–288.Google Scholar
Barnowe, J. T., King, G. J. and Berniker, E. 1992. “Personal Values and Economic Transition in the Baltic States,” Journal of Baltic Studies, Vol. 23, No. 2, pp. 179–190.Google Scholar
Berger, B. 1991. The Culture of Entrepreneurship (San Francisco: ICS Press).Google Scholar
Buchholtz, R. A. 1986. Business Environment and Public Policy (Englewood Cliffs, NJ: Prentice-Hall).Google Scholar
Buceniece, E. 1995. Ideju vesture Latvija: No pirmsakumiem lidz XIX gs. 90 gadiem. Antologija [The history of ideas in Latvia: from origins to the 90s of the XIX century. An anthology] (Riga: Zvaigznes ABC for the Latvian Academy of Sciences).Google Scholar
Connor, P. E. and Becker, B. W. 1994. “Personal Values and Management: What Do We Know and Why Don't We Know More?” Journal of Management Inquiry, Vol. 3, No. 1, pp. 67–73.Google Scholar
Dreifelds, J. 1996. Latvia in Transition (Cambridge: Cambridge University Press).Google Scholar
England, G. W. 1975. The Manager and His Values (Cambridge, MA: Ballinger).Google Scholar
Fukuyama, F. 1995. Trust: Social Virtues and the Creation of Prosperity (New York: Free Press).Google Scholar
Gailis, M. 1997. Varas tehnologija [Technology of power] (Riga: Jumava).Google Scholar
Holmes, K. R., Johnson, B. T. and Kirkpatrick, M. 1997. 1997 Index of Economic Freedom (Washington: Heritage Foundation).Google Scholar
Iansiti, M. and West, J. 1997. “Technology Integration: Turning Great Research into Great Products,” Harvard Business Review, Vol. 75, No. 3, pp. 69–79.Google Scholar
King, G. J. 1997. “Values of the Latvian Road to the Market,” in Hood, N., Kilis, R. and Vahlne, J.-E., eds, Transition in the Baltic States: Micro-Level Studies (London: MacMillan).Google Scholar
King, G. J., Barnowe, J. T. and Bankovskaya, S. 1994. “Complementary and Conflicting Personal Values of Russophone Managers in Latvia,” Journal of Baltic Studies, Vol. 25, No. 3, pp. 249–272.Google Scholar
King, G. J. and Zulauf, D. 1996. “Business in Latvia: Values and Skills,” European Business Journal, Vol. 8, No. 2, pp. 18–21.Google Scholar
Lejins, A. and Ozolina, Z. 1997. Small States in a Turbulent Environment: The Baltic Perspective (Riga: Latvian Institute of International Affairs).Google Scholar
LETA News. 1998. 8 May.Google Scholar
Lieven, A. 1993. The Baltic Revolution: Estonia, Latvia, Lithuania and the Path to Independence (New Haven: Yale University Press).Google Scholar
Matlock, J. F. Jr. 1997. “The Baltic States, Russia, and the World of the Future,” Baltic Studies Newsletter, Vol. 21, No. 1, pp. 1–7.Google Scholar
Morse, J. R. 1997. Putting the Self into Self-Interest: An Economist Looks at Values. Russell Kirk Memorial Lecture. The Heritage Lectures #575 (Washington: Heritage Foundation).Google Scholar
Nahapiet, J. and Ghoshal, S. 1998. “Social Capital, Intellectual Capital, and the Organizational Advantage,” Academy of Management Review, Vol. 23, No. 2, pp. 242–266.Google Scholar
Neimanis, G. J. 1997. The Collapse of the Soviet Empire: A View from Riga (Westport, CT: Praeger).Google Scholar
O'Reilly, C. and Tushman, M. 1997. Winning through Innovation (Boston: Harvard Business School Press).Google Scholar
Osborne, D. and Plastrik, P. 1997. Banishing Bureaucracy: The Five Strategies for Reinventing Government (Reading, MA: Addison-Wesley).Google Scholar
Plakans, A. 1995. Latvians: A Short History (Stanford: Hoover Institute Press).Google Scholar
Rothschild, M. L. 1992. Bionomics: Economy as Ecosystem (New York: Holt).Google Scholar
Volkovs, V. 1996. Krievi Latvija [Russians in Latvia] (Riga: Latvijas Zinatnu Akademijas Filozofijas un Sociologijas Instituts) [The Philosophy and Sociology Institute of the Latvian Academy of Sciences] (text in Latvian, Russian and English).Google Scholar
Whitely, W. 1979. “A Cross-National Test of England's Managers’ Value Systems and Their Relationship to Behavior,” in England, G. W., Negandhi, A. and Wilpert, B., The Functioning of Complex Organizations in a Cross-Cultural Environment (Kent, OH: Kent State University), pp. 19–47.Google Scholar