European Business School

This paper empirically validates the relevance and complexity of the use of dialogue as a method of teaching and learning of entrepreneurship. Historically, entrepreneurial educators and scholars have been faced with the problem of searching and choosing methods of conveying the required information and knowledge to their learners. With information technology and the explosion of information literacy, changes in demography and styles of learning, globalization and changes in tin business practices and leadership principles come the problem of choose on how best to teach and learn entrepreualship at minimum cost of time and money. Consequently educators are going back to time by reinventing the successes of early Greek scholars like Socrates as a modern way of teaching. This paper investigates and discusses the phenomena dialogue as a means of teaching, learning and development of business and leadership competence. It further discusses the challenges and trends in applying this method through different phases of learning.

We examined the relationship in two societies that were previously found to differ on the cultural dimension of societal cynicism, which is one of two societal-level social belief dimensions reflecting a perceived hostility of the society towards its members. Using data from a survey of 246 business students from Russia and 340 from the U.S., we demonstrated that individual social dominance orientation, which encompasses an individual positive attitude toward social inequality and differential treatment of individuals based on group membership, mediates the relationship between individual social cynicism and unethical decision making. The mediating relationship was found to be structurally equivalent in both samples. The results suggest the importance of paying attention to individual-level cultural differences and individual attitudes when designing selection procedures and training in ethically sensitive and culturally diverse organizational contexts.

In this article, we endeavor to analyze the current transformations in higher
education in Russia in light of its modernization. According to initiatives (for
Education 2020), adopted by the Russian government, modernization of Russian education is to aim for democratization. Some authors call such a declaration «democartic rhetoric» (Panfilova, 2010). We will provide the empirical documentation along with the authors’ own expertise in the subject to present the diverse perspectives on whether higher education in Russia is progressing towards to democratization or whether this is still a pathway.

Olga Kovbasyuk (OK): It is well known that Russia was in a state of confusion during its first years of democracy in the early 1990s. After the 1991 collapse of the Soviet Union the centralized economic system broke down and the iron curtain fell. The state started to operate in a new political and economic environment. In this context, what major changes have occurred in Russia’s education system during the last 20 years of democracy?

This paper focuses on a key success factor in higher education, which is its management, related to creating conditions for successful education. The notion “successful education” is complicated and it has not been analyzed conceptionally. We argue that successful education is the one which provides students with experience to succeed in life. The models of successful online education should aim at supporting students’ experience rather than at providing admission to the technology itself. Management in higher education, in this case will be built on organization students’ experience which leads to successful education. X culture model has proved to serve this purpose.

The purpose of the study is to identify the main features of the management system of a sustainable organization and the driving forces of its development. The results of the study are used to create a conceptual model of the management system of a sustainable organization. To achieve this goal, the authors analyzed the existing principles, approaches and management models of sustainable organizations both in the form of cases of successful companies and in a generalized form. The analysis was carried out according to the authors’ structure of the architectonics of the organization management system. The features of the management system of a sustainable business organization were discovered, among which the key place, as a factor of its development, is the set of values of the leader. This specific set of values is called “sustainability”, and it determines the appropriate functioning of other elements of the system, such as organizational culture, performance indicators, and inter...

Most studies investigating the relationship between cultural constructs and ethical perception have focused on individual-and societal-level values without much attention to other type of cultural constructs such as social beliefs. In addition, we need to better understand how social beliefs are linked to ethical perception and the level of analysis at which social beliefs may best predict ethical perceptions. This research contributes to the crosscultural ethical perception literature by examining the relationship of individual-level social cynicism belief, one of five universally endorsed social beliefs, together with individual social dominance orientation and the perception of unethical behavior. By means of two studies, we examine these relationships across societies that significantly differ on societal-level social cynicism belief. Using 371 business students from Russia and the U.S. in Study 1 and 268 professionals from Portugal and the U.S. in Study 2, we found that individual-level social cynicism belief was positively associated with social dominance orientation. Social dominance orientation, in turn, mediated the relationship between individual social cynicism belief and the perception of unethical behavior. Although we found significant societal-level differences in social cynicism belief in both studies, the relationships between individual-level social cynicism belief, social dominance orientation, and the perception of unethical behavior were structurally equivalent across societies in both studies, suggesting that societal-level differences did not significantly affect these relationships. Implications for cross-cultural business ethics research and practice are discussed.

The field this research focuses on is the interrelation between organizational culture power and the level of leader’s preferred management model implementation. The phenomenon of culture power has been defined by the authors, for the purpose of this research, as a coherence in perception of organizational culture by leader on one side, and employees, on the other side. The Total Quality Management concept has been applied in this research as a governance model. We discovered positive linear correlation between organizational culture power and the level of leader’s preferred governance model implementation. The study presents management models of a number of company GC ( group of companies) with more than 2000 employees in total and with 205 respondents participating in the research.