<abstract xmlns="http://www.w3.org/1999/xhtml">

This study departs from common conjecture by challenging the preference for deliberation or intuition, or both, in negotiations. In contrast to prior negotiation studies considering judgment precision, this study builds on underlying personality traits. Therefore, the findings are valid beyond the experimental context. This study conceptualizes and experimentally tests the impact of preference for intuitive and deliberate decision-making during negotiations in Chinese, German, and Polish cultures. Contrasting an emotional with a neutral setting, the paper evaluates the impact preference for intuition and deliberation have on negotiation outcome. The results challenge the frequent assumption made in negotiation analysis: Deliberative negotiators are superior.
</abstract>

Intuitive and Deliberative Decision-Making in Negotiations

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The traditional methods for generating venture ideas are in use for more than 70 years in the business, while the development of information and communication technologies (ICT) opened new opportunities for generating and harvesting business ideas, available to entrepreneurs of any kind. Our initial research discovered that there is a missing link in the academic literature between the traditional and the emerging online methods for generating business ideas and therefore, in this paper, we study the traditional and online sources and methods in parallel. The purpose of our study is to improve the venture idea creation process from an applicable perspective, and to add to the existing ideation literature by (1) identifying and classifying the sources of ideas to create the necessary link between the onsite and online access to idea sources; (2) explaining the traditional methods for generating business idea trough their dominant features in order to (3) further identify and elaborate the online sources and ideation methods trough these features and link them to the known traditional approaches. The sources, methods, and tools we examine and elaborate in this paper could be used for both, generating ideas for traditional and online business models. Hence, our findings have practical and applicable value for the first step in the entrepreneurial process. Additionally, our study could be used as a starting point for further research in the field of online ideation, a field that needs to be yet, more extensively, addressed by practitioners and research scholars.
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From Traditional to Online Methods for Generating Business Ideas

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The main aim of this paper is to investigate the determinants of the financing obstacles and the effect of financial obstacles on the Small and Medium Enterprises (SME) growth in the Western Balkan region. The study employs OLS and probit models and using data from the Business Environment and Enterprise Survey (BEEPS V), conducted by EBRD and World Bank in the period 2012 – 2016. The econometric models used to achieve the main aim of this paper include the OLS and probit regression. From the results of the OLS, the study concludes that revealing the financial obstacles is an important determinant of SMEs’ growth in the Western Balkan countries. Further, among the firm-specific determinants of the financial constraints of SMEs, the study concludes that large firms face fewer financing obstacles than small firms, while older firms are more financially constrained than new enterprises. In addition, in the context of the ownership, findings reveal that SMEs with high foreign ownership of the firms, report fewer financial constraints. Given the presented results, it is important to emphasize the vital role of SMEs as the main employer in the Western Balkans region, emphasizing the need for policymakers to address possible reforms in achieving better regulation, institutional development, and governance efficiency, accounting standards, business, and better credit environment.
</abstract>

Determinants of Financing Obstacles of SMEs in Western Balkans

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Employees are the most important asset in the organization. There should always be a good relationship between employer and employee. If employees are happy in the organization, then the organization can move towards success. Satisfaction towards grievance handling procedure is important in this regard since one of the most important consequences of mishandling of grievances is labor unrest. An employee’s grievance can be over the wage and salary, working hours, condition of work premises, employment conditions, etc. Keeping the views in mind, this study was conducted to examine the level of satisfaction towards different dimensions of grievance handling procedure and its influence on overall satisfaction among workers in some selected factories in the Readymade Garments (RMG) sector in Bangladesh. Data was collected using the Grievance Handling Procedure Questionnaire. A total of 284 garment workers from different garment factories located in Dhaka, Gazipur, and Narayanganj took part in the survey. Measures of central tendency, dispersion, and association have been used as part of descriptive statistics while multiple linear regression analysis has been used to identify significant predictors of turnover intention. The results indicated that four dimensions of grievance handling procedure, i.e., a decision given, time taken for solving grievance, follow up mechanism, and attitude of supervisors significantly predict workers’ overall satisfaction. However, structural features of the grievance procedure were found statistically insignificant. Finally, it was concluded that if managers and supervisors are well trained and workers’ grievances are handled effectively, they will be encouraged, assured, and will have positive feelings towards their organization and this would increase their overall satisfaction and, thereby, productivity.
</abstract>

Workers’ Satisfaction with Grievance-Handling Procedure: A Study on the Selected Garment Factories in Bangladesh

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We live and work in a fast-paced multicultural world where change is becoming a new constant. In this context, in which racially and ethnically diverse companies are 35% more likely to perform better, inclusive leadership’s role becomes crucial. Knowing to handle and fructify diversity and inclusion (DI) is now crucial for any multicultural businesses’ expansion and development. On the other hand, cultural intelligence (CQ) refers to relating and working effectively and efficiently in culturally diverse situations. The purpose of this paper is to study and present a systematic bibliometric literature review focusing on cultural intelligence as a core enabler of inclusive leadership (IL). Our findings, rooted in the Web of Science Core Collection database and powered by VOSviewer bibliometric software, demonstrate that cultural intelligence is not only a main competence for both multinational leadership and global management but also a primary facilitator of inclusive leadership. Concretely, this research visually indicates a comprehensive direct link of the fields relating to CQ on one side and the ones related to multicultural and inclusive leadership on the other side. The bibliometric analysis is supposed to provide a solid reference for practitioners and researchers in multinational inclusive leadership’s new needed competencies
</abstract>

Cultural Intelligence as a Core Competence of Inclusive Leadership

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This research paper aims to contribute to the advancement of the knowmad concept understanding in the academic literature. The relevance of the knowmad worker is sustained by their skills and competencies aligned with the pre-announced requirements for competitiveness in the future business environment, where disruptive changes will become the norm. Knowmads are agile, flexible, determined, and overall resourceful to succeed. During COVID-19 pandemics, companies and employees worldwide have been facing one of the most disruptive events of our times that marked the acceleration of an already shifting paradigm: the migration from rigid work arrangements towards flexible ones. In the context where the knowmad worker assets are seen as the solution to a global crisis, and they continue to be seen as significant competencies for the future, we consider that a better understanding of the concept is currently required. This has been achieved in the present research project by conducting a systematic literature review, enhanced by text mining and scientific mapping analysis. Even though the notion of knowmad worker is relatively new in the knowledge management literature being presented by John Moravec only in 2008, novel research instruments are being used as an innovation factor. Considering the unprecedented access to information and advancements in conducting academic research, in the present landscape of the business research domain, new methods are available to structure and examine a body of literature. The text mining and scientific mapping analysis conducted with VOSviewer software version 1.6.16 is allowing us to identify meaningful insights about the knowmad concept, such as the (1) existing research gaps, the (2) future research directions – understood as the peaks and the valleys are defining our knowmad concept atlas – and (3) the research interest trends seen by this topic for the period between 2008 and 2021. To achieve this, a database derived from Web of Science’s core collection has been used, and the text mining based on term co-occurrence analysis contributed to a deeper understanding of current and future global workforce dynamics.
</abstract>

Conceptual Atlas of the Knowmad Literature: Visual Mapping with VOSviewer

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The paper discusses the work from home (WFH) phenomenon during the Covid-19 pandemic and aspects related to teamwork performance for the case of companies operating in Romania in knowledge-intensive business services (KIBS). The paper presents the results of an exploratory investigation based on semi-structured in-depth interviews addressing the effects induced by the intensive WFH on teamwork, teamwork performance, and transactive memory systems (TMS) in the investigated KIBS, during the Covid-19 pandemic. The paper is divided into three parts. The first part presents the purpose of the investigation and the context, introducing the concepts and literature. The second part presents the research method and findings. The third part discusses the research results, indicating that the mandatory WFH imposed by the Covid-19 outbreak has disrupted the coordination between teammates, eroding TMS operation and the level of teamwork performance. The paper concludes on the strong link between teamwork performance during the mandatory WFH period and the presence of TMS reflected by specialization, credibility, and coordination within the team.
</abstract>

Teleworking, Team Work and Transactive Memory during the COVID-19 Outbreak

AHEAD OF PRINT

Volume 12 (2024): Issue 1 (March 2024)

Volume 11 (2023): Issue 4 (December 2023)

Volume 11 (2023): Issue 3 (September 2023)

Volume 11 (2023): Issue 2 (June 2023)

Volume 11 (2023): Issue 1 (March 2023)

Volume 10 (2022): Issue 4 (December 2022)

Volume 10 (2022): Issue 3 (September 2022)

Volume 10 (2022): Issue 2 (June 2022)

Volume 10 (2022): Issue 1 (March 2022)

Volume 9 (2021): Issue 4 (December 2021)

Volume 9 (2021): Issue 3 (September 2021)

Volume 9 (2021): Issue 2 (June 2021)

Volume 9 (2021): Issue 1 (March 2021)

Volume 8 (2020): Issue 4 (December 2020)

Volume 8 (2020): Issue 3 (September 2020)

Volume 8 (2020): Issue 2 (June 2020)

Volume 8 (2020): Issue 1 (March 2020)

Volume 7 (2019): Issue 4 (December 2019)

Volume 7 (2019): Issue 3 (September 2019)

Volume 7 (2019): Issue 2 (June 2019)

Volume 7 (2019): Issue 1 (March 2019)

Management Dynamics in the Knowledge Economy

Aims and Scope  The aim of Management Dynamics in the Knowledge Economy (MDKE) is to address in an interdisciplinary framework the dynamics of the organization management and its strategic approaches by considering the imperatives and the contingencies of the new societal and economical environments at a local, national or global scale, with a special emphasis on emerging economies.  MDKE aims to foster meaningful academic discussions and to support the exchange of ideas on principles, strategies, models, techniques, methodologies, and applications of management science in all the important fields of interest.  The first issue of MDKE was published in April 2013, both online and in print. The journal was initiated by Prof. Dr. Constantin Brãtianu from the Bucharest University of Economic Studies, Prof. Dr. Florina Pînzaru and Prof. Dr. Alexandra Zbuchea, from the Faculty of Management, National University of Political Studies and Public Administration (SNSPA), Bucharest, Romania. Starting with 2015, the journal is published exclusively online, 4 issues annually. Since 2019 the journal is published in cooperation with de Gruyter, on the Sciendo platform.  As intended from its very beginning, the journal is interested in research that crosses the boundaries of single academic subjects stimulating interdisciplinary, multidisciplinary and transdisciplinary research. Topics can cover research, non-exclusively, in the following domains: management, strategic management, innovation management, change management, international management, organizational behavior, entrepreneurship, leadership and governance, knowledge management, brand management and consumer behavior, business, business process optimization, corporate social responsibility, financial and economic management, e-business and digitalization, and sustainability management.  Types of Submissions  The journal welcomes three types of submissions, namely: conceptual papers, research articles and literature reviews, all of them being subject to a double-blind peer review.  Description of the Peer Review Process  Management Dynamics in the Knowledge Economy is a double-blind peer-reviewed academic publication. Peer review is a key element of scientific publishing, and it serves several main purposes: to filter the research to select the most relevant studies; to improve research quality, by highlighting key points and correcting errors; to help the authors to improve their work, through offering specific comments on the key aspects of a research article: title, abstract, keywords, content and analysis, discussions, conclusions and references.  Regarding the selection of the review-team, to ensure the high-quality and the objectivity of the review, the two reviewers associated to each proposal are selected based on the following principles: they are specialists in the field of the submitted article, and they are from different countries of origin so to support an international perspective.  Abstracting &amp; Indexing  Management Dynamics in the Knowledge Economy is abstracted/indexed in: BASE (Bielefeld Academic Search Engine), CEEOL, DOAJ, EBSCO, ERIH Plus, Index Copernicus, ProQuest, and RePEc – EconPapers and other databases (please visit the A&amp;I section).  Several other A&amp;I service providers are evaluating the journal for inclusion. Please periodically check this section for further information.  Open Access Statement  MDKE is an open access scholarly journal that allows free access to its content (articles, issues). MDKE is available online to the readers without financial, legal, or technical barriers (no article publication charges), based on the theory to keep an article's content intact. Authors can use Creative Commons licenses to specify usage rights of articles.  This journal is licensed under a Creative Commons — Attribution-NonCommercial-NoDerivatives 4.0 International — CC BY-NC-ND 4.0.  Copyright Notice  Authors hold the copyright for the published papers. They can make the respective works available in different situations, such as: on their websites, on universities blackboard systems, as teaching materials, etc.  APC Policy  To publish in Management Dynamics in the Knowledge Economy, authors are not required to pay an Article Processing Charge.  Manuscript Formatting  Formatting – Before publication, all articles undergo a formatting stage in which their format is made compatible to the requirements of the journal MDKE. All authors are asked to comply with the Article Template requirements before submitting their articles, but all accepted articles still require minor alterations in format and style. Once the editorial team agrees on the final version, a final copy of the article will be sent to the authors for approval and then will be sent to the Publishing House to ensure the online publication. After that moment, the papers cannot be altered in any way. For further details, please see Author guidelines page.  Manuscript Submission  Authors should submit their manuscript in a MSWord format, adapted for the Windows operating system and DOC or RTF file to the Editor via the online platform. No hard copies are required.  When submitting an article, no author identification has to be provided in the paper uploaded initially on the platform. If the paper is finally accepted for publication, the final submission should comply with the MDKE Author Guidelines. Please note that submissions not complying with these guidelines will be rejected on formal grounds.  Authors should register and log-in prior to submission. When registering on the platform, we recommend the authors to register themselves as readers as well. This will enable them to easily have access to all the issues of the journal.  By submitting the paper, the authors certify that the study proposed is their own, that they hold the rights to present the information included in the paper and that they give the publication rights to the publishers of the journal. All papers are checked with anti-plagiarism software.  Alongside the manuscript in a MSWord format, two other documents filled and signed should be uploaded: MDKE Originality Statement and Copyright Agreement and Open Access License.  Submission Management  Each submission is acknowledged by one of the members of the editorial team and then the pre-selection begins. At this stage, the members of the editorial team choose to either reject the article directly or to send it to the reviewers for a thorough review. The grounds for immediate dismissal (desk rejection) of a manuscript are the following:   Plagiarism  The standard of English is not considered to be good enough for publication. If English is not the first language of the authors, they should make sure the paper is proofread by a professional or a native speaker.  The manuscript does not fit with the scope of the journal or does not follow rigorously the author’s guidelines and paper template.  The data presented in the article are outdated (either the bibliography is not up-to-date or the research materials are too old).  Each author receives notice of the final decision made by the editorial team which can be of two kinds: a) decision to include the article in the review process or b) decision to reject the article followed by the list of reasons that have led to that decision. Authors whose articles have been rejected for reasons other than fraud can choose to resubmit their work for a second time. If after the second try the article is still not considered a good fit for the journal, then the author is prohibited from resubmitting the work again.  If the article passes this pre-selection then it is sent for peer-review to two professionals with experience in the field. This stage lasts for maximum four weeks, depending on the complexity of the article and the availability of experts in the field. The final decision of the peer-review process can be as follows:    Accepted with no changes – When the paper satisfies all qualitative and quantitative requirements.  Accepted with minor changes – This decisions signal that the article in its present form, with minor modifications is suitable for publication. The authors received the decision followed by the suggestions of the peer reviewers and their submission, after alterations, will step on to the next stage.  Accepted with major changes – Most of the articles submitted to MDKE fall in this category. These are articles which show promise, but they need further elaborate work. Thus, each reviewer sends his or her recommendations and the authors are encouraged to revise their articles, answering to each of these recommendations.  Rejected – This decision signals that there are major concerns over the quality of the scientific materials presented in the paper and that the reviewers consider there is no chance in improving the article in such a way as to become a suitable candidate for publication in MDKE.   After formatting, all articles set to be included in the following issue will appear online according to the publication schedule.  Plagiarism Policy  The editorial board is participating in a growing community of Similarity Check System's users in order to ensure that the content published is original and trustworthy. Similarity Check is a medium that allows for comprehensive manuscripts screening, aimed to eliminate plagiarism and provide a high standard and quality peer-review process.     Archiving  Sciendo archives the contents of this journal in Portico - digital long-term preservation service of scholarly books, journals and collections.  Publication timeline  The editors of the journal accept manuscript submissions all year round. The journal is published quarterly, in March, June, September, and December.  Privacy Statement  The names and email addresses entered in this journal site will be used exclusively for the stated purposes of this journal and will not be made available for any other purpose or to any other party. Please pay attention to all the information on the website and be aware that affiliations of authors and reviewers are public on the platform. By submitting the required information, the authors implicitly agree to make public the data. 